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Agile, PMI, and thePMBOK   ® GuideRory McCorkle, MBAPriya Sethuraman, MSProduct Managers – Credentials   18 February 2012 ...
PMI in Summary • Global Non-Profit Professional Association    −More than 600,000 members and credential holders    −260 c...
PMI’s History with Agile• Congress presentations since 2004  – Dedicated Agile track North America Congress    2011• Semin...
PMI’s History with Agile                           4
PMI’s History with Agile                           5
PMI’s History with Agile                           6
PMI’s History with Agile• February 2011: PMI Agile Certified Practitioner  (PMI-ACP) certification announced• May 2011: PM...
PMI’s History with Agile                           8
PMI’s History with Agile                           9
Usefulness of Agile projectmanagement to the organization• 71% of the respondents said Agile project  management is valuab...
How valuable is Agile projectmanagement in managing yourprojects?                                11
PMI’s Agile Community ofPractice                Webinars             Discussions• Open to all  PMI  members               ...
Project Management Body ofKnowledge (PMBOK® Guide)                             13
Project Management Body ofKnowledge (PMBOK® Guide)                             14
Traditional vs. Agile PMTraditional:                     Agile:• Plan what you expect to        Plan what you expect to  h...
The mapping of PMBOK Guidepractice to Agile practices courtesy ofMichelle Sliger (Sliger Consulting) andher text Bridge to...
Integration Management    Traditional                                     Agile       Project Plan Development            ...
Scope Management   Traditional                      Agile     Scope Definition     ≈   Backlog and Planning               ...
Scope Management                   Acceptance                   criteria for the                   feature is             ...
Scope Management                   20
Quality Management   Traditional                   Agile    Quality Planning    ≈   Definition of “Done”    Quality Assura...
Risk Management   Traditional                              Agile               Risk   Identification, Qualitative        I...
Agile Framework AddressesCore Risks• Intrinsic schedule flaw (estimates that are wrong and undoable  from day one, often b...
Summary• Scope is defined at a granularity that is  appropriate for the time horizon• Scope is verified by the acceptance ...
Summary• Test-driven development and cross-functional  teams help to bring quality assurance and  planning activities forw...
Questions? rory.mccorkle@pmi.orgpriya.sethuraman@pmi.org   www.pmi.org/agile                           26
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Agile, PMI and PMBOK

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Agile, PMI and PMBOK

  1. 1. Agile, PMI, and thePMBOK ® GuideRory McCorkle, MBAPriya Sethuraman, MSProduct Managers – Credentials 18 February 2012 1
  2. 2. PMI in Summary • Global Non-Profit Professional Association −More than 600,000 members and credential holders −260 chapters, 182 countries • Global Standards −13 global standards −3 million+ PMBOK® Guide in circulation • Credentials −6 major credentials, used worldwide ( PMP® | CAPM® | PgMP® | PMI-RMP® | PMI-SP® | PMI-ACPSM) • Professional and Market Research −Academic Accreditation Program and Market Research • Advocate for Project Management excellence to −Business, government, NGOs, C-level executives −Local and regional audiences: chapter outreach 2
  3. 3. PMI’s History with Agile• Congress presentations since 2004 – Dedicated Agile track North America Congress 2011• SeminarsWorld® sessions since 2005• PMBOK® Guide 3rd & 4th edition references to iterative development• Agile reference sources in PMI Marketplace 3
  4. 4. PMI’s History with Agile 4
  5. 5. PMI’s History with Agile 5
  6. 6. PMI’s History with Agile 6
  7. 7. PMI’s History with Agile• February 2011: PMI Agile Certified Practitioner (PMI-ACP) certification announced• May 2011: PMI-ACP launched• January 2012: First class of 515 PMI-ACP credential holders awarded (59 from India) 7
  8. 8. PMI’s History with Agile 8
  9. 9. PMI’s History with Agile 9
  10. 10. Usefulness of Agile projectmanagement to the organization• 71% of the respondents said Agile project management is valuable to their organization. 10
  11. 11. How valuable is Agile projectmanagement in managing yourprojects? 11
  12. 12. PMI’s Agile Community ofPractice Webinars Discussions• Open to all PMI members Ask the Community• Has over 13,000 subscribers Wikis Blogs 12
  13. 13. Project Management Body ofKnowledge (PMBOK® Guide) 13
  14. 14. Project Management Body ofKnowledge (PMBOK® Guide) 14
  15. 15. Traditional vs. Agile PMTraditional: Agile:• Plan what you expect to Plan what you expect to happen happen with detail appropriate to the horizon• Enforce that what “Control” is through happens is the same as inspection and adaptation what is planned – Reviews and Retrospectives – Directive management – Self-Organizing Teams – Control, control, control Use Agile practices to• Use change control to manage change: manage change – Continuous feedback loops – Change Control Board – Iterative and incremental – Defect Management development – Prioritized backlogs 15
  16. 16. The mapping of PMBOK Guidepractice to Agile practices courtesy ofMichelle Sliger (Sliger Consulting) andher text Bridge to Agility 16
  17. 17. Integration Management Traditional Agile Project Plan Development ≈ Release and Iteration Planning Project Plan Execution ≈ Iteration Work Direct, Manage, Monitor, Control ≈ Facilitate, Serve, Lead, Collaborate Integrated Change Control ≈ Constant Feedback and a Ranked Backlog 17
  18. 18. Scope Management Traditional Agile Scope Definition ≈ Backlog and Planning Meetings Create WBS ≈ Release and Iteration Plans (FBS) Scope Verification ≈ Feature Acceptance Scope Change Control ≈ Constant Feedback and the Ranked Backlog 18
  19. 19. Scope Management 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. 19
  20. 20. Scope Management 20
  21. 21. Quality Management Traditional Agile Quality Planning ≈ Definition of “Done” Quality Assurance ≈ QA involved from the beginning, and… Reviews and Retrospectives Quality Control ≈ Test early and often; feature acceptance 21
  22. 22. Risk Management Traditional Agile Risk Identification, Qualitative Iteration Planning, Daily & Quantitative Analysis, Response ≈ Stand-ups, Metrics, and Retrospectives Planning Daily Stand-ups and Highly Monitoring & Controlling ≈ Visible Information Radiators 22
  23. 23. Agile Framework AddressesCore 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 23
  24. 24. Summary• Scope is defined at a granularity that is appropriate for the time horizon• Scope is verified by the acceptance of each feature by the customer• Work Breakdown Structures become Feature Breakdown Structures• Gantt charts are not typically used; instead progress charts help us to track progress 24
  25. 25. Summary• Test-driven development and cross-functional teams help to bring quality assurance and planning activities forward 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 customer• The nature of agile framework allows core risks to be addressed by the team throughout the project 25
  26. 26. Questions? rory.mccorkle@pmi.orgpriya.sethuraman@pmi.org www.pmi.org/agile 26

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