This document discusses the differences between project managers who follow traditional project management methods (PMPs) and those who follow Agile methods. While both aim for successful project delivery, they have different perspectives on process and mindset. The document advocates that neither approach is perfect on its own; an ideal solution is for PMPs to adapt Agile principles and techniques as needed while maintaining their role supporting Agile teams from an objective viewpoint outside the team. Experience project managers of both types realize the value in an eclectic approach that uses processes, techniques and mindsets from multiple sources pragmatically.

1. PMPs vs Agile
Project
Managers –
Clash of the
Titans
Juan
Banda, MSc, CSP, ACP, PMP
juan.banda@percella.com
Photo by jenjetsai

2. @juanbandajara (twitter)
slideshare.net/juanbanda2
percella.com (site)
juanbandaonscrum.blogspot.com/ (blog)

3. The contenders
are part of the
same team but
have different
perceptions
about how to
get the work
done
Photo by Edward Dalmulder

4. The
differences
are not only
related to
methods and
techniques, c
ontenders
have opposed
mindsets Photo by jenjetsai

5. Understandably
each side wishes
to impose its
will
Photo by NBC Sports

6. Each contender
is in the search
of the ultimate
weapon -
Could Agile be
this weapon?
Photo by uncyclopedia

7. There is no small
contender, only
small spirit – But is
there really a fight?
Photo by gastarbaiter

8. Interestingly
neither side
proclaims to
have a silver
bullet that
always
guarantees
project success
Photo by Murder by Photography

9. • Both
contenders
can provide
some
guidelines
though
• Actually those
guidelines
come inside a
“framework”Photo by seyo

10. One contender
is more strict in
terms of
following what
its framework
prescribes
Photo by Sailor Tokyo

11. The other
contender is in
the search for
an inner
transformation
Photo by ReilandN166

12. Agile is a
mindset, not easily
achievable and
hard to
replicate, that
requires many
other things to
support it
Model created Samuel Crescencio

13. There is some
common
ground though
– both
contenders
focus on having
successful
projects
Photo by HammanD.TN

14. Experienced
Project
Managers
believe that
Agile is just
another set of
tools that they
can use
Photo by Funesphoto

15. For instance
they think that
rolling wave +
progressive
elaboration =
Agile

16. • “Being” Agile
vs “using”
Agile
• “Transforming
” to Agile vs
“adopting”
Agile
Photo by Darko Sikman Photography

17. Novice Project
Managers tend
discard Agile for
its lack of well
structured
processes to
follow –
“cookbook
syndrome” Photo by 4nitsirk

18. Novice Agile
Project Managers
tend to discard
PMBook®
practices
because they feel
too constrained
by them
Photo by esuckow2

19. They also focus
on teams and
frequently
forget that
teams exists
within a much
broader
structure
Photo by Good-wallpapers

20. Experience
Agile Project
Managers
realize that
there is still
value on the
items of the
right
Photo by Agile Manifesto

21. • Agile Teams
still need to
buy & install
tools
• They also
need to
define
processes for
using their
toolsPhoto by busiguy6

22. Infrastructure
needs to be
planned and
support is
needed from
other areas in
the
organization
Photo by John Vanderbeck

23. Budget and
other resources
still need to be
allocated, repor
ted and
measured
Photo by 401 (K) 2013

24. The relationship
with the client
needs to be
defined in a
contract
Photo by NobMouse

25. All this things
need to be
done somehow
by someone (an
adapter) so the
Agile Team can
be left alone to
work
Photo by DeaPeaJay

26. These
“adapters” are
people (Project
Managers) no
processes that
support the
teams
Photo by useitinfo

27. ¿Can the
Scrum Master
be this
adapter? -
No, because as
part of the
team he is also
in “trance”
modePhoto by Maxim Kushpel

28. ¿Can the
Product Owner
be the adapter?
-No, because
he focuses on
the product
and doesn’t
have time for
“mundane
things”Photo by digital_stability

29. We need
somebody that
takes care of
contracts, evalu
ations, procure
ment, hiring, bu
dgets, and
other aspects
of a project
Photo by traqair57

30. • Project
Managers
should
always be
pragmatical
• “Use
everything
that works”
Photo by naeemcallaway

31. • “Do not
repeat the
same attack”
• Don’t try to
clone Agile
teams
Photo by Allahu Akbar2008

32. • ”Fight with
one sword in
each hand. Do
not stick to a
single fighting
style”
• PMPs do not
need to
“transform”,
they need to
“adapt”Photo by fifoescudero

33. • As a PMP do I
rather join to
the “flower
power”
movement or I
stay outside?
• Better to stay
outside
because
somebody
needs to have a
different
perspective Photo by Aleeph

34. • Being outside
means keeping
an “objective”
vision that
helps to
interface with
the rest of the
organization
• Do not force
the team to
share this vision Photo by Pasukaru76

35. • If I’m a PMP, do
I need to
become an
Agile Project
Manager to
keep me
competitive?
• If I’m an Scrum
Master and I
want a
promotion, do I
become an
Agile Project
Manager? Photo by Logan Fulford

36. • As a PMP just
by switch
titles I won’t
be more
competitive
•PMPs are
not a thing
from the
past, their
skills will
always bePhoto by abc.photography01

37. It is required
though that
PMPs adapt to
Agile (adapt
means becoming
and “adapter”)
Photo by JPLages

38. Being an Agile
Project
Manager means
supporting -
with an Agile
style- Agile
teams inside
and
organization
that might or
might not be
Agile Photo by Sonel-SA

39. Recomended books

40. http://creativecommons.org/licenses/by-nd/3.0/deed