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Agile Project Management for PMP's


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This presentation is aimed at traditionally trained software project managers who are new to agile. Presented by Michele Sliger.

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Agile Project Management for PMP's

  1. 1. Agile Project Management for PMPs Mapping from the PMBOK® Guide to Agile Practices Michele Sliger
  2. 2. 2© 2009 Sliger Consulting, Inc. Michele Sliger Sliger Consulting, Inc.  Over 20 years of software development experience, with the last 8 in Agile  Certified Scrum Trainer  BS-MIS, MBA, PMP  Co-author of The Software Project Manager’s Bridge to Agility, part of Addison-Wesley’s Agile Software Development series
  3. 3. 3© 2009 Sliger Consulting, Inc. What we’ll cover…. •  Brief Overview of Agile •  Acceptance of Agile by the PMI •  Traditional vs. Agile •  Mapping to Agile Practices: –  Integration Project Management –  Scope Project Management –  Quality Project Management •  How Your Role Will Change •  Where to Find More Information
  4. 4. 4© 2009 Sliger Consulting, Inc. Agile Principles—The Agile Manifesto –  Individuals and interactions over processes and tools –  Working software over comprehensive documentation –  Customer collaboration over contract negotiation –  Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more.” “We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: --
  5. 5. 5© 2009 Sliger Consulting, Inc. How is Agile Different from Traditional Approaches? The Paradigm Shift Fixed Estimated Requirements TimeResources Time Features Plan Driven Value Driven The Plan creates cost/schedule estimates Release themes & feature intent drive estimates Waterfall Agile Resources Source:
  6. 6. 6© 2009 Sliger Consulting, Inc. Agile Frameworks •  Scrum (Ken Schwaber) •  XP (Kent Beck) •  Lean Software Development (Mary Poppendieck) •  Crystal (Alistair Cockburn) •  Dynamic System Development Method (Dane Faulkner) •  Adaptive Software Development (Jim Highsmith) •  Feature Driven Development (Jeff DeLuca)
  7. 7. 7 A Generic Agile Process Release A Feature 1, Feature 2, Feature 3a Iteration 1 Iteration 2 Iteration 3 Feature 1a Feature 1b Feature 1c Feature 1d Feature 2a Feature 2b Feature 3a Product Backlog Feature 1 Feature 2 Feature 3 Feature 4 Feature 5 Feature 6 Feature … Release Backlog Feature 1a Feature 1b Feature 1c Feature 1d Feature 2a Feature 2b Feature 3a © 2009 Sliger Consulting, Inc. Product Backlog Feature 3b Feature 3c Feature 3d Feature 4 Feature 5 Feature 6 Feature … Release to Production
  8. 8. 8© 2009 Sliger Consulting, Inc. PMBOK Project Phases vs. Agile Project Life Cycle The Agile Fractal At the Release level: And at the Iteration level:
  9. 9. 9© 2009 Sliger Consulting, Inc. PMI’s View of Agile •  “There is no single best way to define an ideal project life cycle.” – PMBOK, p. 20 •  “The project manager, in collaboration with the project team, is always responsible for determining what processes are appropriate, and the appropriate degree of rigor for each process, for any given project.” – PMBOK, p. 37
  10. 10. 10 PMI Agile Forum •  SIGs now Virtual Community Programs • pmiagile/ • •  In the midst of a soft launch •  Steering Committee: Jesse Fewell, David Prior, Michele Sliger, Sellers Smith, George Schlitz, Mike Griffiths, Ainsley Nies, Rodney Bodamer, Katie Playfair, Patricia Reed © 2009 Sliger Consulting, Inc.
  11. 11. 11© 2009 Sliger Consulting, Inc. Traditional vs. Agile Project Management Traditional: •  Plan what you expect to happen •  Enforce that what happens is the same as what is planned –  Directive management –  Control, control, control •  Use change control to manage change –  Change Control Board –  Defect Management Agile: Plan what you expect to happen with detail appropriate to the horizon “Control” is through inspection and adaptation –  Reviews and Retrospectives –  Self-Organizing Teams Use Agile practices to manage change: –  Continuous feedback loops –  Iterative and incremental development –  Prioritized backlogs
  12. 12. 12© 2009 Sliger Consulting, Inc.
  13. 13. 13© 2009 Sliger Consulting, Inc. Integration Management Traditional Project Plan Development Project Plan Execution Direct, Manage, Monitor, Control Integrated Change Control Agile Release and Iteration Planning Iteration Work Facilitate, Serve, Lead, Collaborate Constant Feedback and a Ranked Backlog≈ ≈ ≈ ≈
  14. 14. 14© 2009 Sliger Consulting, Inc. Start with a prioritized (ranked) product backlog
  15. 15. 15 Virtual Backlog
  16. 16. 16© 2009 Sliger Consulting, Inc.
  17. 17. 17© 2009 Sliger Consulting, Inc.
  18. 18. 18© 2009 Sliger Consulting, Inc.
  19. 19. 19© 2009 Sliger Consulting, Inc. Scope Management Traditional Scope Definition Create WBS Scope Verification Scope Change Control Agile Backlog and Planning Meetings Release and Iteration Plans (FBS) Feature Acceptance Constant Feedback and the Ranked Backlog≈ ≈ ≈ ≈
  20. 20. 20© 2009 Sliger Consulting, Inc.
  21. 21. 21© 2009 Sliger Consulting, Inc. WBSFBS Release Plan Iteration Plan
  22. 22. 22© 2009 Sliger Consulting, Inc. Using Gantt Charts •  Feature breakdown structure – does not show tasks •  Duration = full length of the iteration •  No resource allocation (unless assigning teams) Graphic © Mountain Goat Software, All rights reserved
  23. 23. 23© 2009 Sliger Consulting, Inc. Acceptance criteria for the feature is written on the back of the card. This is the basis for the test cases. Passing test cases aren’t enough to indicate acceptance – the Product Owner must accept each story.
  24. 24. 24© 2009 Sliger Consulting, Inc. Burndown Charts Iteration/Time Estimated Scope
  25. 25. 25© 2009 Sliger Consulting, Inc. Quality Management Traditional Quality Planning Quality Assurance Quality Control Agile Definition of “Done” QA involved from the beginning, and… Reviews and Retrospectives Test early and often; feature acceptance≈ ≈ ≈
  26. 26. 26 Defining “Done” Photos courtesy of Agile Evolution Inc. © 2009 Sliger Consulting, Inc.
  27. 27. 27© 2009 Sliger Consulting, Inc. Photo courtesy of a2gemma at http://
  28. 28. 28© 2009 Sliger Consulting, Inc.
  29. 29. 29© 2009 Sliger Consulting, Inc. Risk Management Traditional Risk Identification, Qualitative Analysis, Response Planning Monitoring Controlling Agile Iteration Planning, Daily Stand-ups, and Retrospectives Daily Stand-ups and Highly Visible Information Radiators ≈ ≈
  30. 30. 30© 2009 Sliger Consulting, Inc. The Agile Framework Addresses Core Risks •  Intrinsic schedule flaw (estimates that are wrong and undoable from day one, often based on wishful thinking)   Detailed estimation is done at the beginning of each iteration •  Specification breakdown (failure to achieve stakeholder consensus on what to build)   Assignment of a product owner who owns the backlog of work •  Scope creep (additional requirements that inflate the initially accepted set)   Change is expected and welcome, at the beginning of each iteration •  Personnel loss   Self-organizing teams experience greater job satisfaction •  Productivity variation (difference between assumed and actual performance)   Demos of working code every iteration Core risks from Tom DeMarco and Tim Lister: “Risk Management During Requirements” IEEE Software
  31. 31. 31 Let’s Review •  Project planning is broken out into multiple levels of planning: we looked at quarterly/ release planning, iteration planning, and daily planning •  Facilitating and coaching a team helps them to make the best decisions—and frees you to focus on strategic and organizational issues •  The ranked backlog, owned by the business, is the primary means of change control © 2009 Sliger Consulting, Inc.
  32. 32. 32 Let’s Review •  Scope is defined at a granularity that is appropriate for the time horizon •  Scope is verified by the acceptance of each feature by the product owner •  Work Breakdown Structures become Feature Breakdown Structures •  Gantt charts are not typically used; instead burndown charts help us to track progress © 2009 Sliger Consulting, Inc.
  33. 33. 33 Let’s Review •  Test-driven development and cross- functional teams help to bring quality assurance and planning activities up to the beginning of the project, and continue throughout the project •  Bugs are found and fixed in the iteration; features are then accepted by the product owner © 2009 Sliger Consulting, Inc.
  34. 34. 34 Let’s Review •  The very nature of the agile framework allows core risks to be addressed by the team throughout the project •  Highly visible information radiators and constant feedback cycles help teams to identify and monitor potential risks, and respond effectively once the risk event occurs © 2009 Sliger Consulting, Inc.
  35. 35. Your New Role as a Servant Leader
  36. 36. 36© 2009 Sliger Consulting, Inc. Your Responsibilities Safeguard the Process: •  Facilitate meetings •  Remove roadblocks •  Protect the team from distractions •  Help people communicate •  Act as the team’s memory –  Remind the team of the overall vision –  Remind the team of the purpose of the process –  Remind the team of decisions they agreed to •  Be the voice of reality –  Ask the team to explain things to you if it doesn’t look like what they’re doing makes any sense –  Keep velocity estimates in check –  Bring the probability of unfinished features to their attention –  Keep metrics
  37. 37. 37© 2009 Sliger Consulting, Inc. Your Responsibilities Communications: •  Mediate team disputes •  Be the first rung in the escalation ladder •  Negotiate with those outside the team •  Provide highly visible information radiators –  And formally report on progress •  Manage external dependencies •  Coordinate with others on releases
  38. 38. 38© 2009 Sliger Consulting, Inc. Your Responsibilities Build a community: •  Create a safe environment that fosters collaborative decision-making and encourages experimentation •  Maintain an environment that supports high productivity •  Serve as a liaison and ambassador and advocate •  Participate in organizational change •  Share your experiences with others
  39. 39. 39© 2009 Sliger Consulting, Inc. You Do NOT… •  Own the product backlog—the product owner does •  Own the estimates—the delivery team does •  Make delivery decisions—you facilitate this activity for the team, and instead make decisions regarding project administration and strategic and organizational issue resolution •  Make product decisions—the customer or product owner does, or his/her proxy •  Have to have all the answers—ask the team!
  40. 40. © 2005 Rally SDC Where to Find More Information
  41. 41. 41 Upcoming Related Events •  May 29 Agilepalooza in San Francisco, CA •  June 8-12 Better Software Conference in Las Vegas, NV •  July 22-24 CSM for Professional Project Managers in Boston, MA Watch for it here: •  August 23-28 Agile2009 Conference © 2009 Sliger Consulting, Inc.
  42. 42. 42© 2009 Sliger Consulting, Inc. Free Online Resources • • • • • • • agileprojectmanagement/
  43. 43. 43© 2009 Sliger Consulting, Inc. Additional Resources •  “Stretching Agile to Fit CMMI Level 3,” an experience report by David J. Anderson: StretchingAgiletoFitCMMIL.html Books: •  The Software Project Manager’s Bridge to Agility by Michele Sliger and Stacia Broderick •  Lean Thinking by James P. Womack and Daniel T. Jones •  Implementing Lean Software Development by Mary and Tom Poppendieck •  Agile Project Management with Scrum by Ken Schwaber •  Scaling Software Agility by Dean Leffingwell •  Behind Closed Doors by Esther Derby and Johanna Rothman •  Collaboration Explained by Jean Tabaka •  Agile Estimating and Planning and User Stories Applied by Mike Cohn
  44. 44. Thank you! Visit for more information on this and other agile training and coaching offerings