The document discusses the coexistence of agile and predictive project management methodologies, emphasizing the importance of scope, time, and cost management. It highlights the challenges faced in project completion and the need for adaptability in project roles and processes. Effective management of both methodologies requires clear task organization and measurable outcomes to ensure success.

1. Webinar
Agile or Predictive Information Technology
How both methodologies can exist together

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The project
Reaching goals with a well
defined budget and timing

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The project
SCOPE
TIMECOST

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Importance of Scope
The project scope is everything
about a project- content and
expected outcomes- and needs to
be managed diligently

5. Turning an idea into reality
This house only
took a year to
build? Let’s
think bigger!
Too easy.
This should
only take 6
months.

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Time
Estimates are made for the
length of time each component
within the scope will take to
complete.

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Planning
Tasks are organized depending
on departments and available
resources.

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It seems easy…
Right?

9. But it continues being difficult
31 % of
projects are
cancelled
(nothing was
completed)
16 % of projects are
sucessful (delivered
on time, on budget,
and to the expected
standard)
53% of projects are
completed
unsatisfactorily (It
was delivered but
went over budget
and/or wasn’t
finished on time)

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There has been much
progress
giving professional status to
Project Managers

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12. Another solution
Flip the problem

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Agile project
management

14. Flip the problem
SCOP
E
TIMECOST SCOPE
TIMECOST
FIXED
CHANGEABLE

15. de los modelos predictivos
a la gestión ágil
Pablo Almunia Sanz
metodologías ágiles

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Transparency
The visibility of all aspects that
influence the project outcome,
including the client

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The team does the job,
therefore it makes the decisions

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All aspects of the process must
be measurable

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Adaptable
If variations and inefficiencies are
detected, steps should be taken to
change the process or outcome

21. Scrum
Roles
Scrum master
Product owner
Team
Meetings
Spring planning
Sprint review
Sprint retrospect
Daily scrum
Devices
Product backlog
Sprint backlog
Burndown chart

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The work is done in sprints between 1
and 4 weeks

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KANBAN comes from the Lean
methodology applied on the Toyota
Production System

24. It can be applied to projects ,
processes , services even with
people or children

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kanban
Visual card
kanji 看板
katakana カンバン

26. When a task is created, it’s included in
a To-Do list.
The
Whole

27. We can organise the process with
steps (columns) that we need
The
whole
Design Develop Test
Doing

28. The tasks are passing from one step to
the next one to be completed
The
whole
Design (2) Develop (2) Test (1) Done
Doing

30. Agile projects
and predictive projects should be
measureable
What is not mesured can’t be improved!

31. Agile projects
manage doubt very well
Predictive projects manage certainty very well
We must choose the best ones in each case

32. Project managers must adapt to
change between agile projects and
predictive projects
Dynamics and functions are very different

33. To share staff between projects is always
difficult, but even more so when it’s between
agile and predictive projects. The new role
within the team needs to be understood
comprehensively.

34. We clearly define restrictions and
expectations of agile and predictive
projects
To manage a single portfolio

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If we want to to use both
agile methods and classical
methods in the same project, we
need to divide our tasks in 2
projects, and put them in the same
program’s group.

36. Don’t drive the team, the users and
everyone involved in the project crazy:
you should manage agile projects
and predictive projects with one
single tool!