Service<br /> Knowledge<br /> Result<br />PMBOK and Agile: Blending the Best of Both Worlds<br />Silvana Wasitova, PMP, CS...
About me<br />Waterfall<br />Scrum<br />2<br />
At<br />3<br />
4<br />© Itecor all rights reserved <br />Titre<br />
History of “Waterfall”<br />Waterfall Model<br />Originated in manufacturing and construction industries<br />Highly struc...
Winston Royce’s “Grandiose” Model<br />6<br />© Itecor all rights reserved <br />“Single Pass” phased model to cope with U...
Minimize errors<br />BDUF<br />7<br />© Itecor all rights reserved <br />
Winston Royce’s Recommendation<br />8<br />© Itecor all rights reserved <br />Iterations between phases, hopefully confine...
Winston Royce’s “Problem” Model<br />9<br />© Itecor all rights reserved <br />Problem:Testing phase, at the end of  Devel...
History of PMBOK<br />1969: PMI established, foremost advocate for the project management profession<br />1987: First PMBO...
PMBOK Processes<br />11<br />
Scrum Framework: Summary<br />12<br />© Itecor all rights reserved <br />3 Roles<br />(Who)<br />5 Practices<br />(How)<br...
Times are changing<br />Page #<br />13<br />
xkcd.com<br />Randall Munroe, 2007<br />14<br />© Itecor all rights reserved <br />
The Agile Manifesto - 2001<br />We are uncovering better ways of developing software. <br />Through this work we have come...
Waterfall, Agile and Scrum: Characteristics<br />Waterfall<br />Agile : Iterative Development<br />Emergent Design<br />Up...
 Delivery rhythm in iterations (Sprints)
 Demo & Retrospective at end of ea. Sprint    Continuous Improvement</li></ul>Cross-functional & collaborative: Dev & QA<...
 Pair Programming
 Automated / Continuous Builds
 TDD: Test-Driven Development
 Continuous Deployment</li></ul>At beginning and at delivery<br />Customer / User Involvement<br />Throughout cycle<br />S...
3 MONTHS<br />6-10 MONTHS<br />Scrum vs. Waterfall: Time To Market<br /> Faster Time to Market<br /> Higher Quality<br /> ...
18<br />© Itecor all rights reserved <br />64%implemented features are rarely or never used<br />Focusing on customer need...
The biggest danger in Project and Product Management:<br />Building the wrong thing!<br />Page #<br />© Itecor all rights ...
Scrum vs. Waterfall<br />Scrum<br />Waterfall<br />Approach<br />Freezes scope, estimates schedule<br />Freezes schedule, ...
Project Management: Agile vs. Waterfall approach<br />Agile<br />Waterfall<br />Work Assignment<br />Project Manager<br />...
Agile practices are aligned with PMBOK process groups: initiating, planning, executing, monitoring, controlling, closing<b...
Fundamental Difference<br />Changing requirements <br />≠<br />Scope creep<br />© Itecor all rights reserved <br />23<br />
Cone of Uncertainty<br />PMBoK Estimation variances:<br />Order of magnitude: +75% to -25%<br />Budgetary estimate:+25% to...
© Itecor all rights reserved <br />25<br />
PMBOK Strengths<br />Process oriented<br />Clearproject kickoff & administrative initiation<br />Enumeration of stakeholde...
Agile Strengths<br />Empowered, self-organizing team<br />Collaboration, cross-fertilization, shared responsibilities & co...
Agile deals with<br />© Itecor all rights reserved <br />28<br />
Agile Solutions to Common Problems<br />© Itecor all rights reserved <br />29<br />
Why Scrum Works<br />Close collaboration with client or proxy<br />better solution<br />better buy-in, increased satisfact...
© Itecor all rights reserved <br />Use the right tool for the job<br />31<br />
Decision Criteria: Scrum vs. Waterfall<br />© Itecor all rights reserved <br />32<br />
33<br />
Collaborate with clients and users<br />Many mistakes are avoidable<br />© Itecor all rights reserved <br />34<br />
Scrum Adoption at <br />Ref:  http://agilesoftwaredevelopment.com/blog/artem/lessons-yahoos-scrum-adoption<br />VP of Prod...
General Lessons Learned<br />We get the expected benefits: time, scope, quality<br />Delivering what was promised and expe...
PMI Agile Certification<br />Wonderful development, recognition of real need<br />Available May 2011<br />Like PMP, requir...
2,000 hours general PM experience in last 5 yrs (or PMP)
21 hours Training in Agile project management topics </li></ul>More info: http://www.pmi.org/en/Agile/Agile-Certification-...
The Project Manager’s Role<br />Find the right path<br />© Itecor all rights reserved <br />38<br />
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PMBOK and Scrum: Best of both worlds

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Comparative study of PMBOK and Scrum, and how they corelate. Presented at the SMP Congress in Lausanne, 27 Apr 2011

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PMBOK and Scrum: Best of both worlds

  1. 1. Service<br /> Knowledge<br /> Result<br />PMBOK and Agile: Blending the Best of Both Worlds<br />Silvana Wasitova, PMP, CSM, CSP<br />
  2. 2. About me<br />Waterfall<br />Scrum<br />2<br />
  3. 3. At<br />3<br />
  4. 4. 4<br />© Itecor all rights reserved <br />Titre<br />
  5. 5. History of “Waterfall”<br />Waterfall Model<br />Originated in manufacturing and construction industries<br />Highly structured physical environments => after-the-fact changes are prohibitively costly<br /> 1970: Winston Royce article<br />Showed waterfall as an example of a flawed,non-working model<br />5<br />© Itecor all rights reserved <br />
  6. 6. Winston Royce’s “Grandiose” Model<br />6<br />© Itecor all rights reserved <br />“Single Pass” phased model to cope with US DoDregulatory requirements<br />“I believe in this concept, but the implementation is risky and invites failure.”<br />Winston W. Royce, “Managing the development of large software systems”, Aug 1970<br />
  7. 7. Minimize errors<br />BDUF<br />7<br />© Itecor all rights reserved <br />
  8. 8. Winston Royce’s Recommendation<br />8<br />© Itecor all rights reserved <br />Iterations between phases, hopefully confined to successive steps<br />
  9. 9. Winston Royce’s “Problem” Model<br />9<br />© Itecor all rights reserved <br />Problem:Testing phase, at the end of Development cycle, is the first time the integrated components are “experienced”.<br />Failure may require a major redesign, or modifying the requirements.<br />Can expect up to 100% schedule and/or cost overrun. <br />
  10. 10. History of PMBOK<br />1969: PMI established, foremost advocate for the project management profession<br />1987: First PMBOKEstablished a standard and a lexiconIntroduced formal planning & control<br />10<br />© Itecor all rights reserved <br />
  11. 11. PMBOK Processes<br />11<br />
  12. 12. Scrum Framework: Summary<br />12<br />© Itecor all rights reserved <br />3 Roles<br />(Who)<br />5 Practices<br />(How)<br />4 Artifacts<br />(What)<br />Product Planning<br />Sprint Planning<br />Daily Standup (Scrum)<br />Sprint Review<br />Sprint Retrospective<br />Product Owner<br />Team<br />Scrum Master<br />Product Backlog<br />Sprint Backlog<br />Potentially Shippable Product<br />Burn-down Chart<br />
  13. 13. Times are changing<br />Page #<br />13<br />
  14. 14. xkcd.com<br />Randall Munroe, 2007<br />14<br />© Itecor all rights reserved <br />
  15. 15. The Agile Manifesto - 2001<br />We are uncovering better ways of developing software. <br />Through this work we have come to value:<br />Working software overcomprehensive documentation <br />Individuals and interactions overprocesses and tools <br />Customer collaboration overcontract negotiation<br />Responding to changeoverfollowing a plan<br />That is, while there is value in the items on the right, we value the items on the left more.<br />15<br />© Itecor all rights reserved <br />
  16. 16. Waterfall, Agile and Scrum: Characteristics<br />Waterfall<br />Agile : Iterative Development<br />Emergent Design<br />Upfront, Detailed<br />Specifications<br /><ul><li>Daily “standup” status checks ≤ 15mins
  17. 17. Delivery rhythm in iterations (Sprints)
  18. 18. Demo & Retrospective at end of ea. Sprint  Continuous Improvement</li></ul>Cross-functional & collaborative: Dev & QA<br />Linear hand-offs: Dev then QA<br />XP: eXtreme Programming<br />Teamwork<br />Scrum<br />RUP<br />DSDM<br />Formal process, implemented at end<br />Welcomed, <br />prioritized vs. backlog<br />Change Requests<br /><ul><li> Automated Tests
  19. 19. Pair Programming
  20. 20. Automated / Continuous Builds
  21. 21. TDD: Test-Driven Development
  22. 22. Continuous Deployment</li></ul>At beginning and at delivery<br />Customer / User Involvement<br />Throughout cycle<br />Scrum is the most popular Agile method: 74% of Agile practitioners (2009)<br />16<br />16<br />© Itecor all rights reserved <br />
  23. 23. 3 MONTHS<br />6-10 MONTHS<br />Scrum vs. Waterfall: Time To Market<br /> Faster Time to Market<br /> Higher Quality<br /> Satisfied Customer<br />Scrum<br />Develop & QA<br />Sequential <br />Process-Oriented<br />Collaborative<br />Results-Oriented<br />Spec<br />9 weeks<br />Waterfall<br />3 months<br />Develop & QA<br />Updates<br />Spec<br />12 weeks<br />3-6wks<br />y wks<br />xwks<br />6-10 months<br />© Silvana Wasitova<br />
  24. 24. 18<br />© Itecor all rights reserved <br />64%implemented features are rarely or never used<br />Focusing on customer needs ensures:<br />the right features are built<br />not wasting effort (and resources) on features that are not needed<br />While the figures may vary by company, principle remains:<br />Only build the features that the client/users need<br />Ref: Jim Johnson, Chairman of Standish Group, quoted in 2006 in: http://www.infoq.com/articles/Interview-Johnson-Standish-CHAOSSample: government and commercial organizations, no vendors, suppliers or consultants<br />
  25. 25. The biggest danger in Project and Product Management:<br />Building the wrong thing!<br />Page #<br />© Itecor all rights reserved <br />19<br />
  26. 26. Scrum vs. Waterfall<br />Scrum<br />Waterfall<br />Approach<br />Freezes scope, estimates schedule<br />Freezes schedule, estimates scope<br />Client Involvement<br />At beginning and end<br />Frequent collaboration<br />Scope<br />Build “everything in the specs”<br />Build what client really needs, by priority<br />Design<br />Design all features up front<br />Emergent design of few features per iteration<br />Development<br />Linear path across phases<br />Iterative, incorporate learning<br />Delivery<br />“Big Bang” at end<br />Frequent, small increments<br />Continuous functional & unit testing inside iterations<br />Testing<br />Separate phase, after development<br />Cost of Change<br />High<br />Low<br />Requirements<br />Defined up front, rigid<br />Allow changes up to “last responsible moment”<br />Documentation<br />Up front and exhaustive<br />Document only what is built, as needed<br />20<br />© Itecor all rights reserved <br />Team Communication<br />At phase-handoffs<br />Continuous, cross-functional<br />© Itecor all rights reserved <br />20<br />
  27. 27. Project Management: Agile vs. Waterfall approach<br />Agile<br />Waterfall<br />Work Assignment<br />Project Manager<br />Self-organizing team<br />Responsibilities<br />Delineated<br />Shared<br />Task Ownership<br />Separated<br />Shared: all for one, one for all<br />Status reports<br />By Project Manager<br />Transparency, shared knowledge<br />Requirements<br />Defined up-front, signed-of<br />High level, detailed in collaborations<br />Plans<br />Detailed plans upfront<br />Evolutionary planning<br />Changes<br />Not welcome<br />Allow changes up to “last responsible moment”,<br />prioritized<br />© Itecor all rights reserved <br />21<br />
  28. 28. Agile practices are aligned with PMBOK process groups: initiating, planning, executing, monitoring, controlling, closing<br />In each iteration:<br />Planning, executing, monitoring, controlling<br />Manage: Scope, time, cost and quality<br />22<br />© Itecor all rights reserved <br />SURPRISE!<br />
  29. 29. Fundamental Difference<br />Changing requirements <br />≠<br />Scope creep<br />© Itecor all rights reserved <br />23<br />
  30. 30. Cone of Uncertainty<br />PMBoK Estimation variances:<br />Order of magnitude: +75% to -25%<br />Budgetary estimate:+25% to -10%<br />Definitive estimate:<br />+10% to -5% <br />Boehm. 1981<br />© Itecor all rights reserved <br />24<br />
  31. 31. © Itecor all rights reserved <br />25<br />
  32. 32. PMBOK Strengths<br />Process oriented<br />Clearproject kickoff & administrative initiation<br />Enumeration of stakeholders, formalizedcommunication plan<br />More explicitly calls for cost management<br />Outlinesrisk management approach: identification, qualitative and quantitative analysis, response planning<br />26<br />© Itecor all rights reserved <br />
  33. 33. Agile Strengths<br />Empowered, self-organizing team<br />Collaboration, cross-fertilization, shared responsibilities & commitments<br />Allows for adjustments and learnings produce a better results<br />Risk management <br />smaller units of work more accurate<br />Frequent checks  fewer surprises & delays<br />Welcomes voice of the customer<br />© Itecor all rights reserved <br />27<br />
  34. 34. Agile deals with<br />© Itecor all rights reserved <br />28<br />
  35. 35. Agile Solutions to Common Problems<br />© Itecor all rights reserved <br />29<br />
  36. 36. Why Scrum Works<br />Close collaboration with client or proxy<br />better solution<br />better buy-in, increased satisfaction<br />Transparency through daily reviews: <br />early visibility of issues<br />early resolution <br />risk reduction<br />LEAN ‘flow’: frequently delivering business value in small increments<br />Eliminate waste, focus on highest priorities<br />Inspect, adapt, improve: in each iteration<br />© Itecor all rights reserved <br />30<br />
  37. 37. © Itecor all rights reserved <br />Use the right tool for the job<br />31<br />
  38. 38. Decision Criteria: Scrum vs. Waterfall<br />© Itecor all rights reserved <br />32<br />
  39. 39. 33<br />
  40. 40. Collaborate with clients and users<br />Many mistakes are avoidable<br />© Itecor all rights reserved <br />34<br />
  41. 41. Scrum Adoption at <br />Ref: http://agilesoftwaredevelopment.com/blog/artem/lessons-yahoos-scrum-adoption<br />VP of Product Development experimented with scrum in 2004<br />Senior§ Director of Agile Development started in 2005<br />In 2008: <br />3 coaches, each coaching approx. 10 scrum teams/year<br />200 scrum teams world wide, of about 1500+ employees<br />Results in 2008:Average Team Velocity increase estimated at +35% / year,in some cases 300% - 400%<br />Development cost reductionover USD 1 million / year<br />ROI on transition and trainings about 100% in first year<br />Note: 15-20% of people consistently DID NOT like Scrum<br />© Itecor all rights reserved <br />35<br />
  42. 42. General Lessons Learned<br />We get the expected benefits: time, scope, quality<br />Delivering what was promised and expected<br />Right quality, right scope, within agreed time<br />Scope Flexibility: low overhead for change management<br />Working with users allowed to quickly improve the product features<br />QA up-front involvement (and within sprints) results in better product quality & smoother Quality Control<br />Client: higher level of involvement and time commitment, higher satisfaction<br />© Itecor all rights reserved <br />36<br />
  43. 43. PMI Agile Certification<br />Wonderful development, recognition of real need<br />Available May 2011<br />Like PMP, requires experience:<br /><ul><li>1,500 hours working in Agile project teams (any role) or in Agile methodologies in last 2 yrs
  44. 44. 2,000 hours general PM experience in last 5 yrs (or PMP)
  45. 45. 21 hours Training in Agile project management topics </li></ul>More info: http://www.pmi.org/en/Agile/Agile-Certification-Eligibility-Requirements.aspx<br />© Itecor all rights reserved <br />37<br />
  46. 46. The Project Manager’s Role<br />Find the right path<br />© Itecor all rights reserved <br />38<br />
  47. 47. Act at the right time<br />© Itecor all rights reserved <br />39<br />
  48. 48. Stay relevant<br />40<br />
  49. 49. Work as a Team<br />© Itecor all rights reserved <br />41<br />
  50. 50. It does not have to hurt<br />© Itecor all rights reserved <br />42<br />
  51. 51. It’s a brave new world <br />out there<br />© Itecor all rights reserved <br />43<br />
  52. 52. Silvana Wasitova, PMP, CSM, CSP <br />Vevey,Switzerland<br />s.wasitova@itecor.com<br />+41 79 558 05 09<br />slideshare.com/wasitova<br />© Itecor all rights reserved <br />44<br />
  53. 53. 45<br />
  54. 54. References<br /><ul><li>Jeff Sutherland’s blog - http://scrum.jeffsutherland.com/
  55. 55. “The New New Product Development Game” Takeuchi and Nonaka. Harvard Business Review, January 1986
  56. 56. “The PMBOK and Agile: Friends or Foes?”, Mary Gerush and Dave West, Forrester 2009
  57. 57. “Five Myths of Agile Development”, Robert Holler, VersionOne, 2006
  58. 58. Winston W. Royce, “Managing the development of large software systems”, Aug 1970http://www.valucon.de/documents/managing_softwareprojects.pdf
  59. 59. “Diagnosing and Changing Organizational Culture”, Cameron and Quinn, 2006
  60. 60. “Living with Complexity”, Norman, Donald (2011), Cambridge, MA: MIT Press
  61. 61. “Leading Change”, John Kotter
  62. 62. http://www.stickyminds.com/pop_print.asp?ObjectId=10365&ObjectType=COL
  63. 63. “Project Management Body of Knowledge” (PMBOK), 2004
  64. 64. http://agile101.net/2009/08/18/agile-estimation-and-the-cone-of-uncertainty/
  65. 65. http://www.mountaingoatsoftware.com
  66. 66. http://www.agilealliance.org
  67. 67. http://www.c-spin.net/2009/cspin20090204AgileTransformationAtBorland.pdf
  68. 68. Primavera – PMISV presentation by Bob Schatz, Primavera VP of Development, 2005
  69. 69. Why Agile Works http://www.slideshare.net/yourpmpartner/agile-secrets-revealed-whitepaper</li></ul>© Itecor all rights reserved <br />46<br />

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