Through the years—until agile software development took hold, that is—project management provided visibility to stakeholders and helped guide product development. However, as agile has risen to prominence with its de-emphasis on formal project planning, there are gaps that many organizations need to fill. James Hannon says that organizations now need to deal with the conundrum: Can agile and project management really coexist? Today’s manager must decompose both the standard project management flow and the agile development flow to look for symmetry and compatibility in their parts. This analysis will show that the agile backlog planning and sprint planning are excellent candidates to be integrated with the planning process from PMI. The analysis also shows that the best of the PMI methodology and agile can be woven together to give a renewed sense of agility and a vibrant logical approach to take on complex projects. The end result is a viable integration plan that you can use.

1. Can Project Management and Agile Really
Exist?
Jim Hannon-Principal
The Bentley Group Intl

2. Purpose of this Session
• Define the roles and value of classic project
management
• Definition and theory of agile
• Case studies and exercises in agile
• Integrating agile with project management
• Conflicts and integration points
• Define a new paradigm for project management
and agile to peacefully coexist called aPM
• Building an agile toolkit
• Maintaining you new agile world

3. Roles and Value of Classic
Project Management
• Command and control
• The project manager is the central spoke in the
hub-responsible for everything but no real
authority
• Communication is structured yet is it nimble?
• Plan is made and then the world changes daily,
by the hour , by the minute so how does the PM
keep up
• Speed to market is slow in most projects
• The standard lifecycle is very siloed and the in-
efficiencies accumulate
• Inherent conflict is ripe between the PM and the
functional manager

4. The Shadow of PMBOK

5. Need for More Responsivness
to Consumers
• As consumers today we want and expect
innovative products: faster, cheaper and with
better quality than those we have seen in the
past.

6. The Usual Result From
Business
ConsumerExpectations
We usually get this…
Misalignment of Value
definitions

7. Definition and Theory of Agile
Key Agile principles are:
• Focus on Customer Value – Align project,
product and team visions to deliver better
product quality – faster and cheaper.
• Small Batches - Create a flow of value to
customers by “chunking” feature delivery into
small increments.
• Small, Integrated Teams - Intense
collaboration via face-to-face communication,
collocation, etc; diversified roles on integrated,
self-organizing, self-disciplined teams.
• Small, Continuous Improvements – Teams
reflect, learn and adapt to change; work
informs the plan.

8. A History Of Agile
History &
Influences
Early 1900s
•Walter Shewhart: Plan-Do-Study-
Act, SPC
Mid 1900s
•Edward Deming: SPC, TQM
•Toyota: Toyota Production
System (TPS)
•Peter Drucker: Knowledge
Worker
Late 1900s
•Womack and Jones: Lean
Thinking
•Eli Goldratt: Theory of
Constraints
•Tom Gilb: Evo
•The Toyota Way
Evolution
Early 1990s
• Crystal Methods
• Lean Software Development
• Dynamic Software Development
Method (DSDM)
Mid 1990s
• Feature Driven Development (FDD)
• eXtreme Programming (XP)
• Adaptive Software Development
2001: Manifesto for Agile Software
Development
• http://www.agilemanifesto.org
2005: Declaration of Interdependence
• http://www.pmdoi.org/

9. Value Comes Back
Delivering Customer Value with Agile Project
Management
The right product, at the right time, for the right
price.
•Higher Quality: “Designed-to-fit” product with
flexibility to change.
•Increased Throughput: Iterative and incremental
project and product “chunks” with earlier value
delivery.
•Reduced Waste: Lean, efficient processes with
lower costs and higher productivity.

10. Basic Practices for Agile
Identify top-priority items and deliver
them rapidly using:
• Small batches
• Small integrated teams
• Small, continuous improvements

11. Agile Roles

12. The Agile Flow

13. Agile Roles (Trip to the Grand
Canyon)

14. Case Studies and Exercises in
Agile
• Case Study
• The case of the reluctant company
• Exercise
• Create a new cereal box and describe it to you
partner , set the vision ask each other questions,
plan a sprint

15. The World is a Complex System
• Living systems are complex, in that they consist of a
great many autonomous agents interacting with each
other in many ways
• The interaction of individual agents is governed by
simple, localized rules and characterized by constant
feedback
• Collective behavior is characterized by an overlaying
order, self-organization, and a collective intelligence so
unified that the group cannot be described as merely the
sum of its parts
• Complex order, known as emergent order, arises from
the system itself, rather than from an external
dominating force

16. Integrating Agile with Project
Management
Introducing aPM-Adaptive Project
Management

17. The World is a Complex
System
• A chaordic project harmoniously blends characteristics
of both chaos and order – freedom and control,
optimization and exploration, competition and
cooperation.
• Agile projects can be seen as chaordic:
• Competition and Collaboration
Agents: Individuals
Mental Models: Vision and alignment
Groups: Project teams
Emergence and Self-Organization
Interactions/Feedback: Information exchange and relationships among
individuals
Simple Rules: XP/Scrum/FDD Practices
Learning and Adaptation
Learning: Observation, monitoring, measurement and reflection
Adaptation: Process changes, team adjustments
Environment: Project environment of both chaos and order – freedom
and control, optimization and exploration,
competition and cooperation.

18. We Need a New Paradigm in
PM

19. Compare and Contrast

20. Conflict Points In Integrating
Project Management with Agile
While many traditional project management skills translate to APM,
some transitions are necessary:
Agile-Focus on customer satisfaction and interaction
Traditional-Focus on plans and artifacts
Agile-Response to change via adaptive action
Traditional-Change controlled via corrective action
Agile-Progressive elaboration, rolling-wave planning
Traditional-Monumental up-front planning
Agile-Customer prioritized, time-boxed delivery
Traditional-Manager negotiated, scope-based delivery
Agile-Commitment management via feature breakdown structure
Traditional -Activity management via work breakdown structure
Agile-Collaboration on self-disciplined and self-organizing teams
Traditional -Top-down control
Agile-Minimal set of context-sensitive, generative practices
Traditional-Prescriptive, heavyweight methods
Agile-Essential, value-focused metrics
Traditional Non-value added controls

22. 1) Think-Change the Whole
Structure!!
Objectives:
Structure and build self-organizing agile teams based on an
organic model
Integrate them effectively into the larger enterprise
Key Implications:
View agile teams as organic complex adapting teams
Recognize the difference between formal and informal team
structures and structure agile teams accordingly
Mold groups of individuals into high-performance agile teams
Integrate these teams into the larger agile enterprise

23. 2) Break the Silos of Roles
A generalizing specialist is more than just a generalist. A
generalist is a jack-of-all-trades but a master of none,
whereas a generalizing specialist is a jack-of-all-trades and
master of a few”
Scott Ambler

24. 3) Build the Vision
A shared vision is not an idea… it is, rather, a force in people’s hearts, a force
of impressive power.
Peter Senge, The Fifth Discipline

25. 4) Build Simple Rules
Objective:
Implement a set of simple, adaptable
methodology rules that allow agile
teams to deliver business value
rapidly and reliably
Key Implications:
Assess the environment to determine
its characteristics
Identify and implementing a simple set
of methodology rules that is
congruent with the environment
Hone the discipline needed for
continuous and consistent
application of the simple rules
"Simple, clear purpose
and principles give rise to
complex, intelligent
behavior. Complex rules
and regulations give rise
to simple, stupid
behavior."
Dee Hock, Birth of the
Chaordic Age
25

26. Issues to be addressed by aPM
• Communication between agile projects
• Manage the execution of the strategic projects usually gets
lost in the “fog of war”
• Team and overall role definition confusion
• Reporting in the project , portfolio and program level
• Matrix management interference
• Resource management never fully gets addressed
• Risk management is a nice to have

27. How Will the PM and Agile
People Get Along ?
• Who runs the day to day of the project –either the scrum
master or the PM-NEVER BOTH. Scrum master is top dog
for daily scrum calls
Open issues now get addressed
• Communication between agile projects –PM assists the
scrum master as needed-looks at all the projects and sees
the bigger picture
• Manage the execution of the strategic projects usually gets
lost in the “fog of war”-see previous bullet
• Team and overall role definition confusion-redefine the
culture
• Reporting in the project , portfolio and program level-PM
• Matrix management interference-redefine the culture
• Resource management never fully gets addressed-PM
• Risk management is a nice to have –now the PM

28. A New aPM Tool Box
• Tools such as Version One/Jira/ Rally
• Yes build a agile project plan driven by features –the fallacy
is that you
• Keep in mind productivity vs paper work
• Go to www.thebentleygroupintl.com

29. Applying aPM –A real life case
study

30. Analysis and understand you need to
change -get executive support –
communicate to all –be transparent
Define the roles –obliterate the silos-
retrain your PMs and the WHOLE
company
Setup up pilot projects, burn the bridge
you cannot go back
Execute and have fun
Plan to Bring aPm to Your
Organization
Phase 4
Phase 1
Phase 2
Phase 3

31. The Parts Should
Now All Work
Together
Yes the
client !!
Sales-
Finance
Support
areas
• This is an organizational
culture change
• Do not fool your self
• Keep the faith
• Make this holistic not just
development or operatIons-
EVERYONE
aPM

32. Refreshing Your
New Model
Process 1
Make people own the
process
Process 2
Get input from the
owners –what
works and does not
Process 3
Refresh every 6 months –
be agile !!

33. Questions?
Jim Hannon
The Bentley Group Intl
508-333-6002
www.thebentleygroupintl.com