The Agile PMP: Managing Projects Using Agile Principles
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The document discusses the key differences between traditional project management and agile project management. It explains that agile focuses on short iterative cycles, frequent delivery of working software, flexibility and adaptation to change, and valuing individuals and interactions over processes. The document provides examples of how agile frameworks like Scrum implement these principles through practices like timeboxing, daily stand-ups, iterative planning, and emphasizing working cross-functional teams.
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The Agile PMP: Managing Projects Using Agile Principles
- 2. Mike Cottmeyermike.cottmeyer@versionone.com www.linkedin.com/in/cottmeyer www.versionone.comblog.versionone.netwww.leadingagile.com
- 3. The essence of ProjectManagement? CostTimeScope
- 4. The essence of ProjectManagement? Cost Time Scope
- 5. The essence of ProjectManagement? Cost TimeScope
- 6. The essence of ProjectManagement? CostTime Scope
- 7. The essence of ProjectManagement? Risk
- 9. So… what is Agile? Engineering Project Management Leadership
- 10. So… what is Agile? Engineering Project Management Leadership
- 11. So… what is Agile? Engineering Project Management Leadership
- 12. So… what is Agile? Engineering ject Managem Leadership
- 14. 2001 The Agile Manifesto
- 15. 17 The Agile Manifesto
- 16. Utah The Agile Manifesto
- 17. Individuals &Interactions Processes &Tools WorkingSoftware Comprehensive Documentation The Agile Manifesto Customer Collaboration Contract Negotiation Responding to Change Following a Plan
- 18. Individuals &Interactions Processes &Tools WorkingSoftware Comprehensive Documentation The Agile Manifesto Customer Collaboration Contract Negotiation Responding to Change Following a Plan
- 19. Individuals &Interactions Processes &Tools WorkingSoftware Comprehensive Documentation The Agile Manifesto Customer Collaboration Contract Negotiation Responding to Change Following a Plan
- 20. Individuals &Interactions Processes &Tools WorkingSoftware Comprehensive Documentation The Agile Manifesto Customer Collaboration Contract Negotiation Responding to Change Following a Plan
- 21. Individuals &Interactions Processes &Tools WorkingSoftware Comprehensive Documentation The Agile Manifesto Customer Collaboration Contract Negotiation Responding to Change Following a Plan
- 22. Individuals &Interactions Processes &Tools WorkingSoftware Comprehensive Documentation The Agile Manifesto Customer Collaboration Contract Negotiation Responding to Change Following a Plan
- 23. Traditional Managing the triple constraints…
- 24. Scope Cost Time
- 25. Scope Cost Time
- 26. Scope Cost Time
- 27. Scope Cost Time
- 28. Scope Let’s figure out what to build…
- 29. Cost …how much are we going to spend,
- 30. Time and when we are going to be done.
- 31. Who? What Order? When?
- 32. Who? What Order? When?
- 33. Who? What Order? When?
- 34. Scope Chicken or the egg? Cost Time
- 35. Scope Cost Time
- 36. Scope Cost Time
- 37. Analysis Design Build Test Deploy
- 38. Analysis Design Build Test Deploy
- 39. Analysis Design Build Test Deploy
- 40. Analysis Design Build Test Deploy
- 41. Analysis Design Build Test Deploy
- 42. Analysis Design Build Test Deploy 18 months to release!
- 43. Analysis Design Build Test Deploy 20,000 hours = $1,500,000
- 44. Cost Time Scope
- 45. Cost Time Scope
- 46. Cost Time Scope
- 47. Analysis Design Build Test Deploy Can we add more people?
- 48. Analysis Design Build Test Deploy
- 49. Analysis Design Build Test Deploy
- 50. Analysis Design Build Test Deploy
- 51. Analysis Design Build Test Deploy
- 52. Analysis Design Build Test Deploy
- 53. Analysis Design Build Test Deploy 15 months to release!
- 54. Phase One Analysis Design Build Test Deploy Phase Two Analysis Design Build Test Deploy Can we deliver in phases?
- 55. Phase One Analysis Design Build Test Deploy Phase Two Analysis Design Build Test Deploy
- 56. Phase One Analysis Design Build Test Deploy Phase Two Analysis Design Build Test Deploy Two 9 month deliveries!
- 57. Phase One Analysis Design Build Test Deploy Phase Two Analysis Design Build Test Deploy Can we do it in parallel?
- 58. Phase One Analysis Design Build Test Deploy Phase Two Analysis Design Build Test Deploy
- 59. Phase One Analysis Design Build Test Deploy Phase Two Analysis Design Build Test Deploy
- 60. Phase One Analysis Design Build Test Deploy Phase Two Analysis Design Build Test Deploy
- 61. Phase One Analysis Design Build Test Deploy Phase Two Analysis Design Build Test Deploy
- 62. Phase One Analysis Design Build Test Deploy Phase Two Analysis Design Build Test Deploy First in 9 months…
- 63. Phase One Analysis Design Build Test Deploy Phase Two Analysis Design Build Test Deploy Second a month or so later…
- 66. Scope Cost Time
- 67. Scope Cost Time
- 68. Risk Risk Risk Scope Risk Risk Cost Time Risk Risk Risk Risk
- 69. Scope is our starting place Cost Time
- 70. Scope Cost Time
- 71. Agile
- 72. Scope Cost is our starting place Time is our starting place
- 73. Scope Cost Time
- 74. Project (years) Release (months) Release (months) Release (months) I1 I2 I3 I4 I5 I6 I7 I8 I9 Timeboxes...
- 75. Project (years) Release (months) Release (months) Release (months) I1 I2 I3 I4 I5 I6 I7 I8 I9
- 76. Project (years) Release (months) Release (months) Release (months) I1 I2 I3 I4 I5 I6 I7 I8 I9
- 77. Project (years) Release (months) Release (months) Release (months) I1 I2 I3 I4 I5 I6 I7 I8 I9 Fixed duration
- 78. Project (years) Release (months) Release (months) Release (months) I1 I2 I3 I4 I5 I6 I7 I8 I9 Fixed duration No overlap
- 79. Team A Team B Team C Team D Team E Team F Teams…
- 80. Team A Team B Team C Team D Team E Team F
- 81. Team A Team B Team C Team D Team E Team F
- 82. Team A Team B Team C Team D Team E Team F Teams deliver
- 83. Team A Team B Team C Team D Team E Team F Teams deliver Working software
- 84. Epic Epic Epic Epic Project Planning
- 85. Feature Epic Feature Feature Feature Epic Feature Epic Feature Epic Release Planning Project Planning
- 86. Feature Epic User Story User Story Feature User Story User Story Feature User Story User Story Feature Epic User Story Feature Epic Feature Epic Release Planning Project Planning Iteration Planning
- 87. Feature Epic User Story User Story Feature User Story User Story Feature User Story User Story Feature Epic User Story Feature Epic Feature Epic 3-6 Months 18-24 Months 2-4 Weeks
- 88. Project (years) Release (months) Release (months) Release (months) I1 I2 I3 I4 I5 I6 I7 I8 I9
- 89. Project (years) Release (months) Release (months) Release (months) I1 I2 I3 I4 I5 I6 I7 I8 I9
- 90. Project (years) Release (months) Release (months) Release (months) I1 I2 I3 I4 I5 I6 I7 I8 I9
- 91. Project (years) Release (months) Release (months) Release (months) I1 I2 I3 I4 I5 I6 I7 I8 I9
- 92. Project (years) Release (months) Release (months) Release (months) I1 I2 I3 I4 I5 I6 I7 I8 I9
- 93. Project (years) Release (months) Release (months) Release (months) I1 I2 I3 I4 I5 I6 I7 I8 I9
- 94. Project (years) Release (months) Release (months) Release (months) I1 I2 I3 I4 I5 I6 I7 I8 I9
- 95. Project (years) Release (months) Release (months) Release (months) I1 I2 I3 I4 I5 I6 I7 I8 I9
- 96. Project (years) Release (months) Release (months) Release (months) I1 I2 I3 I4 I5 I6 I7 I8 I9
- 97. Project (years) Release (months) Release (months) Release (months) I1 I2 I3 I4 I5 I6 I7 I8 I9
- 98. Project (years) Release (months) Release (months) Release (months) I1 I2 I3 I4 I5 I6 I7 I8 I9 End on time
- 99. Project (years) Release (months) Release (months) Release (months) I1 I2 I3 I4 I5 I6 I7 I8 I9 End on time Inspect and Adapt
- 100. Release One Iteration 1 Iteration 2 Iteration 3 Analysis Analysis Analysis Design Design Design Build Build Build Test Test Test Deploy Deploy Deploy
- 101. Release One Iteration 1 Iteration 2 Iteration 3 Analysis Analysis Analysis Design Design Design Build Build Build Test Test Test Deploy Deploy Deploy
- 102. Release One Iteration 1 Iteration 2 Iteration 3 Analysis Analysis Analysis Design Design Design Build Build Build Test Test Test Deploy Deploy Deploy
- 103. Release One Iteration 1 Iteration 2 Iteration 3 Analysis Analysis Analysis Design Design Design Build Build Build Test Test Test Deploy Deploy Deploy
- 104. Release One Iteration 1 Iteration 2 Iteration 3 Analysis Analysis Analysis Design Design Design Build Build Build Test Test Test Deploy Deploy Deploy Everyone on deck
- 105. Release One Iteration 1 Iteration 2 Iteration 3 Analysis Analysis Analysis Design Design Design Build Build Build Test Test Test Deploy Deploy Deploy Everyone on deck Everyone accountable
- 106. Release One Iteration 1 Iteration 2 Iteration 3 Team Team Team
- 107. Release One Iteration 1 Iteration 2 Iteration 3 Team Team Team
- 108. Release One Iteration 1 Iteration 2 Iteration 3 Team Team Team
- 109. Release One Iteration 1 Iteration 2 Iteration 3 Team Team Team
- 110. Release One Iteration 1 Iteration 2 Iteration 3 Team Team Team Cross-Functional
- 111. Release One Iteration 1 Iteration 2 Iteration 3 Team Team Team Cross-Functional Specializing Generalists
- 112. Team A Team B Team C Team D Team E Team F Teams…
- 113. Team A Team B Team C Team D Team E Team F
- 114. Team A Team B Team C Team D Team E Team F
- 115. Team A Team B Team C Team D Team E Team F Teams deliver
- 116. Team A Team B Team C Team D Team E Team F Teams deliver Working software
- 117. Fully functional Not fully capable Always working
- 118. Fully functional Not fully capable Always working
- 119. Fully functional Not fully capable Always working
- 120. Images courtesy of Jeff Patton
- 121. Images courtesy of Jeff Patton
- 122. Images courtesy of Jeff Patton
- 123. Burndown Graphs Project Burndown
- 124. Burndown Graphs Release Burndown
- 125. Burndown Graphs Iteration Burndown
- 126. Earn value
- 127. for Real
- 128. Inspect andAdapt
- 130. The essence of ProjectManagement? CostTimeScope
- 131. The essence of ProjectManagement? Cost Time Scope
- 132. The essence of ProjectManagement? Cost TimeScope
- 133. The essence of ProjectManagement? CostTime Scope
- 134. The essence of ProjectManagement? Risk
- 135. EmbraceUncertainty
- 137. Agileis a value system…
- 138. Empowerment Self-Organization Trust Individuals Accountability
- 139. Empowerment Self-Organization Trust Individuals Accountability
- 140. Empowerment Self-Organization Trust Individuals Accountability
- 141. Empowerment Self-Organization Trust Individuals Accountability
- 142. PM
- 143. PM A
- 144. PMBOK
- 145. Time Deliverables not activitiesReduce DependenciesPrioritize don’t sequenceAlways finish on-time
- 146. Time Deliverables not activitiesReduce DependenciesPrioritize don’t sequenceAlways finish on-time
- 147. Time Deliverables not activitiesReduce DependenciesPrioritize don’t sequenceAlways finish on-time
- 148. Time Deliverables not activitiesReduce DependenciesPrioritize don’t sequenceAlways finish on-time
- 149. Cost Cost = team size X duration Invest don’t spend
- 150. Cost Cost = team size X duration Invest don’t spend
- 151. Scope Plan scope in rolling waves Make trade-offs Allow room for negotiation Frequent customer interaction
- 152. Scope Plan scope in rolling waves Make trade-offs Allow room for negotiation Frequent customer interaction
- 153. Scope Plan scope in rolling waves Make trade-offs Allow room for negotiation Frequent customer interaction
- 154. Scope Plan scope in rolling waves Make trade-offs Allow room for negotiation Frequent customer interaction
- 155. Risk Business and Technical Risk management built in Continuous visibility
- 156. Risk Business and Technical Risk management built in Continuous visibility
- 157. Risk Business and Technical Risk management built in Continuous visibility
- 158. Quality Quality not an afterthought Test driven development Continuous integration Continuous testing
- 159. Quality Quality not an afterthought Test driven development Continuous integration Continuous testing
- 160. Quality Quality not an afterthought Test driven development Continuous integration Continuous testing
- 161. Quality Quality not an afterthought Test driven development Continuous integration Continuous testing
- 162. Comm. Outside the team… the same Co-location Osmotic communication Information radiators
- 163. Comm. Outside the team… the same Co-location Osmotic communication Information radiators
- 164. Comm. Outside the team… the same Co-location Osmotic communication Information radiators
- 165. Comm. Outside the team… the same Co-location Osmotic communication Information radiators
- 166. Int. Charter or vision is okay Agile PM plan and approach Individual accountability Change control built in
- 167. Int. Charter or vision is okay Agile PM plan and approach Individual accountability Change control built in
- 168. Int. Charter or vision is okay Agile PM plan and approach Individual accountability Change control built in
- 169. Int. Charter or vision is okay Agile PM plan and approach Individual accountability Change control built in
- 170. Proc. Build contracts for change Build relationships on trust Create win-win agreements
- 171. Proc. Build contracts for change Build relationships on trust Create win-win agreements
- 172. Proc. Build contracts for change Build relationships on trust Create win-win agreements
- 173. HR Motivated individuals Give them tools Remove impediments Self-organization
- 174. HR Motivated individuals Give them tools Remove impediments Self-organization
- 175. HR Motivated individuals Give them tools Remove impediments Self-organization
- 176. HR Motivated individuals Give them tools Remove impediments Self-organization
- 177. What can…
- 178. I do…
- 179. Now?
- 180. Agile PM Plans Plan Features Iterative Planning Daily Stand-Up
- 181. Agile PM Plans Plan Features Iterative Planning Daily Stand-Up
- 182. Agile PM Plans Plan Features Iterative Planning Daily Stand-Up
- 183. Agile PM Plans Plan Features Iterative Planning Daily Stand-Up
- 184. Team PM PM Team Team Team Team APM Team Team Team APM
- 185. Know where you are… know what’s left to go
- 186. Take input from reality and deal with it
- 188. The Agile PMP
- 189. Mike Cottmeyermike.cottmeyer@versionone.com www.linkedin.com/in/cottmeyer www.versionone.comblog.versionone.netwww.leadingagile.com
Editor's Notes
- I am not here to really talk about any particular flavor of agile or to explain in any kind of detail the practices of agile project managers. I want you guys to leave understanding what agile project management is... why it is different... why it is sometimes necessary... and how you guys can embrace certain aspects of agile without throwing away everything that you know as a certified PMP.
- Agile is an approach to software development that recommends many best practices (TDD, Continuous Integration, Pair Programming)...
- Agile is an approach to software development that recommends many best practices (TDD, Continuous Integration, Pair Programming)...
- Agile is a leadership philosophy very similar to what Covey talks about in his book the 8th habit.... valuing the whole person... respect for the individual... creating an empowered and engaged workforce that takes responsibility. One where people can engage their whole person on the job.
- Lastly… Agile is a lightweight project management framework that values frequent planning and delivery... it values lightweight meaningful metrics... and customer collaboration.
- Key Takeaway #1: If scope is not really your primary driver... it is a waste of time and money project planning as if it were. This is where agile comes in. Agile project management first and foremost elevates time and cost as the primary project constraints and builds a framework for varying scope in the lowest cost way possible.
- We all know that there is a dynamic relationship between time, cost, and scope.
- Our project schedule is really where the rubber meets the road. Our schedule defines when work is going to be done... who is going to do it... and when it needs to be done. Our schedule helps us keep track of and manage dependencies and keep up with physical percent complete.
- Our schedule defines when work is going to be done... who is going to do it... and when it needs to be done. Our schedule helps us keep track of and manage dependencies and keep up with physical percent complete.
- On most software projects building out the schedule is a pretty interesting exercise. There is a classic chicken and the egg problem. The customer generally has some idea of what they want and are trying to figure out how its gonna cost and how long it is going to take.
- On the other hand, they usually have some idea of their cost constraints…
- and when they need the product to be done.
- So we play the game. We tighten up the estimates... that usually means making them smaller. Maybe we can find some extra folks to work on the project in their spare time. Maybe we make some simplifying assumpitions about the technical solution.
- If we get really creative, maybe there are something that we can do in parallel. Maybe we create a series of overlapping waterfalls.
- We keep our eyes peel for anything that might prevent is from meeting our project deliverables.
- Scope is the starting place for this kind of project management. If scope is really our primary constraint... we have to let time and cost be calculated based on project size and resource availability.
- What we are seeing in many of our software projects is that scope is not neccesarily the primary driver. What we learned through the Gaant charts on the earlier slides... more often than not... time and cost are actually our primary constraints.
- Key Takeaway #1: If scope is not really your primary driver... it is a waste of time and money project planning as if it were. This is where agile comes in. Agile project management first and foremost elevates time and cost as the primary project constraints and builds a framework for varying scope in the lowest cost way possible.
- What we are seeing in many of our software projects is that scope is not neccesarily the primary driver. What we learned through the Gaant charts on the earlier slides... more often than not... time and cost are actually our primary constraints.
- Scope is the starting place for this kind of project management. If scope is really our primary constraint... we have to let time and cost be calculated based on project size and resource availability.
- By delivering working product in short cycles... by keeping the evolviing product highly visible to our customers... and inspecting outcomes frequently... we are able to learn about our processes... about ourselves...and our customers and their requirements as we are building the product. We do less work up front that is subject to change. Could we do much of what we are talking about with traditional project management and really solid change management? Sure we could... but at what cost? How many of you guys build the cost of process... the cost of change management into your project budgets? Given the pressure to deliver more faster... that was probably the first to go. I would also suggest there is an opportunity cost for taking the traditional approach toward software development. We lose the ability to embrace change and learn from our experiences. If the market changes over the course of the project... we want to be able to adjust our plans to address that new information. Tradtional methods discourage change becuase we have invested so much in our plans... we are rewarded for staying on plan... and it takes so long to change course.
- We are still addressing the primary concerns of project managers: time, cost, scope, and risk... but doing it with a different emphasis. So agile project managers focus less on predictive up front planning and more on delivering value. We focus more on collaboration with the business and tapping into engaging the team. We encourage predictable outcomes by keeping teams together... establishing stable througput... and constantly measuring where we are against our high level and detailed planning. Remember... time and cost are our primary drivers... scope has to be flexible.
- I like to think of agile project management as a risk mitigation technique for when our traditonal assumptions about predictability no longer hold. It is a risk mitigation technique for when scope is not our primary driver... when time and cost are critical... when flexibility and adaptation are essential.
- I like to think of agile project management as a risk mitigation technique for when our traditonal assumptions about predictability no longer hold. It is a risk mitigation technique for when scope is not our primary driver... when time and cost are critical... when flexibility and adaptation are essential.
- As an agile project manager, you are working with the team to make sure that everyone has a sphere of influence. Rather than tell people what to do, or what to work on, let them to self select tasks. Let them choose who they want to work with and what they want to work on. Let them decide on the approach. Let them decide how to tackle the problem. You are setting the context... you are managing the environment... you are managing the process. You are also measuring the process and making sure that the outputs of the project team are what you would expect. We are basically empowering people and expecting them to act and behave like adults.
- The tradeoff for all this empowerment, self-organization, and trust... is extremely high visibility. We are constantly monitoring what is being build. We are constantly inspecting outcomes. We are constantly making small commitments to each other and to our project and to our organization. We are accountable to our project and to each other. Because we are committing and delivering very frequently... because we are delivering and inspecting outcomes often... we never get too far off before we have a chance to correct.
- •Define deliverables not activities •Strive to reduce dependencies between deliverables•Prioritize don’t sequence. Work from the top of the list.•Estimate based on relative size•Releases and iterations always end on time.
- •Define deliverables not activities •Strive to reduce dependencies between deliverables•Prioritize don’t sequence. Work from the top of the list.•Estimate based on relative size•Releases and iterations always end on time.
- •Define deliverables not activities •Strive to reduce dependencies between deliverables•Prioritize don’t sequence. Work from the top of the list.•Estimate based on relative size•Releases and iterations always end on time.
- •Define deliverables not activities •Strive to reduce dependencies between deliverables•Prioritize don’t sequence. Work from the top of the list.•Estimate based on relative size•Releases and iterations always end on time.
- •Cost is defined by your willingness to invest •Cost estimates are the product of the team size and project duration
- •Scope is defined at progressive levels of detail. •Plan scope, deal with project realities, and make tradeoffs.•Allow room for scope negotiation when planning project scope•Collaboration and frequent interaction
- •Communication planning can be thought of in the traditional sense when looking outside the project team •Collocation•Information radiators•Osmotic communication
- •Quality is not an afterthought •Test first design•Test driven development•Continuous integration•Continuous testing
- •Agile has room for a Charter or a Vision statement •Project management plans and approach statements•More empowering style of management based on individual accountability•Change control is built into the process. Tradeoffs managed in real time.
- •Agile does not deal much with procurement •Approach contracts with adaptability in mind•Build relationships based on trust•Create win-win agreements
- •Staffing based on available people and willingness to invest •Build your team around motivated people•Give them what they need to be successful and remove impediments•Allow teams to self-organize
- One of the easy... most straightforward things you can do is to start building your project plans around product deliverables. Documents are great... but they are not what you sell to your customer... you sell working product. Activities are great... but no one really cares how hard you are working or how many hours along you are. Break your deliverables into smaller pieces... build those deliverables into your project plan... and when you track earned value... you will really be measuring the value delivered rather than the hours burned on the project.
- Another easy thing to do is start doing daily standup meetings. These daily touch base meetings keep everyone on the team focused and aware of what is going on and if the team has any blocking issues. Agile recommends keeping these to 15 minutes and focused solely on keeping everyone in the know. Any detailed discussion take place after the meeting only between those people directly impacted by the conversation.
- A lot of how agile will impact you will come down to how you see yourself as a project manager. Do you allow yourself to be the hub of activity? Do you get off on having everyone come to you when a big decision needs to be made? An agile project manager sees themselves less as the hub of all project activity. An agile project manager serves more as the wheel. They protect the team, remove obstacles, keep the project moving, and make sure the team members are connected to each other