- PMI Nashville

Report
Understanding Agile/Scrum
with the PMBOK Mind
Comparing Agile/Scrum
with PMBOK Concepts
Elise Hudson, PMP, CSM
2014 PMI Nashville Symposium
Bio Information
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PMP
CSM
MPA
20 Years in IT
12 Years in Project Management
Cool Jobs
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Overview
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Assumptions/Audience Poll
Agile/Scrum Refresher
PMBOK Concepts (4th ed.) v. Agile/Scrum
Key Questions
Resources/Links
Questions/Discussion
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Assumptions
• Presentation is Based on My Personal
Experiences as a PMP
• Wanted to share some of the information and
connections I made, not designed to be
comprehensive and cover everything
• Assuming Pure Agile/Scrum Model
• Everyone in room has some previous basic
understanding of Agile/Scrum
• Just because I say something happens in Agile
doesn’t mean I think it doesn’t already in
PMBOK/Waterfall
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Experience in the Room
• How many people have had some Agile/Scrum
Training? (CSM, CPO, CSP, CST, ACP)
– Anyone with no Agile/Scrum Training?
• How many people work somewhere with Agile/Scrum
projects?
– Are they pure or hybrid?
• How many people struggle with figuring out how to
interpret Agile/Scrum and how it works with the PMO
in their organizations?
– Anyone who has it all figured out?
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Was This YOUR Reaction to Agile/Scrum?
• Yeah, right.
• This will never work.
• This is for people who don’t want
process.
• This introduces more risk than I
can express.
• They Will Get Over It in 6 Months
• Save me!
• I quit.
• Which planet did these people
come from?
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Agile/Scrum Refresher - Manifesto
• Individuals and interactions over processes and
tools
• Working software over comprehensive
documentation
• Customer collaboration over contract negotiation
• Responding to change over following a plan
• See 12 Principles of Agile
www.agilemanifesto.org
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Agile/Scrum Refresher - Concepts
• Product Focused
• Iterative Requirements and Solutions
– Changeable as Work is In Flight
– Super-Responsive to Customer Changes
• Individually Deliverable Pieces of Work**
– Continuous Delivery
– Smaller Work Items = Quick Wins
• Defined Timeboxes for Delivery
– Sprints/Releases
– Delivery Focused
• Team-Driven
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Agile/Scrum Refresher – The Team
• Scrum Master
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Focuses on Scrum Cadence
Eliminates Impediments
Coaches Team
Is Collaborative Equivalent of Resource Manager
• Product Owner
– Creates/Manages Backlog
– Prioritizes User Stories/Backlog Items
– Determines Release Schedule (Time or Feature Based)
• Technical/Development Team Members
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Do the Work
Dedicated to the Product/Project (really important)
Ideally Cross-Trained (Developers are Testers, Testers are Developers)
Cross-Functional
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Agile/Scrum Refresher – Cadence Pt. 1
• Backlog Grooming Session
– Intake for Work/Requirements (typically in user story
format)
– Prioritization Discussions
• Sprint Planning
– Defining Goals of Sprint
– Assignments for Work
• Sprint
– Where the Work Happens
– Development and Test Generally Occur in Same Sprint
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Agile/Scrum Refresher – Cadence Pt. 2
• Daily Scrum Meetings
– What got accomplished yesterday, is planned for
today, any impediments
• Sprint Review
– Where the Results of the Sprint are Shown to
Customers
• Sprint Retrospective
– Where the Team Evaluates How the Sprint Went
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Agile/Scrum Refresher - Organization
• Non-Traditional Management Structure
• Utilizes Centers of Excellence That Are Matrixed to Sprint
Teams/Processes
– Set Standards Across Organization
– Like A Steering Committee
• Financial Reporting Is Completely Product Based
– Not Project Based
• Teams Are Dedicated
• Work Inputs/Outputs Preferably Determined By Velocity
– Velocity = Incoming Backlog Items – Backlog Items Completed in Each
Sprint
– Do not take on more work than you know you can output
• Customers Communicate Directly With Product Owners
– Directly Involved in Sprint Reviews and Backlog Grooming
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Hooray Agile/Scrum!
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PMBOK Process Groups
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Initiating
Planning
Executing
Monitoring/Controlling
Closing
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PMBOK Concepts
• PMBOK Guidelines Reduce Risk
– It’s not that we just LOVE process for process’ sake
– Process should be designed to reduce risk
• Project Management Process Evolved from
Over 100 Years of Business Research
– Empirical Evidence Supports What We Do
• “A pound of planning is worth a hundred
pounds of executing”
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Mapping PMBOK to Agile
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Initiating
PMBOK
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Identify Project Sponsor
High Level Scope
Assumptions
Business Case
High Level Budget
Identify Ties to Strategic Goals
Statement of Work
High Level Risks
Key Success Measurements
Schedule Through Planning
Initial WBS
Project Approval Processes
Agile/Scrum
• Conversations between Product
Owners and Stakeholders
• Backlog Item/User Story Gets
Created (Maybe)
• Product Owner responsible for
tying back to Strategic Goals
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Planning – Part 1
PMBOK
• Finalize Scope
• Requirements
• Business
• Functional
• Technical
• Design
Agile/Scrum
• Conversations between
Product Owners and
Stakeholders
• Backlog Item/User Story
Gets Created (Maybe)
• Backlog Item/User Story =
Requirements AND Design
• Some Design Can Happen
During/With Backlog
Grooming
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Planning – Part 2
PMBOK
• Project Schedule
• Communications Plan
• Risk Mitigation Plan
• Resource Management Plan
Agile/Scrum
• Project Schedule is Pre-Defined by
Backlog and Sprint Schedule
• Backlogs can be loosely
prioritized several sprints
ahead
• Backlog Items/User Stories Scaled
to Have No Dependencies
• Communications Happen Through
Product Owner, Backlog
Grooming, Sprint Reviews, Status
• No Real Risk Management
• Impediments ID’d @ Team Level
• Resource Management Set with
Dedicated Team or handled by
Scrum Master for Specialists 19
Planning – Part 3
PMBOK
Agile/Scrum
• Cost Management Plan
• Costs are Evenly Spread and
Predicted Based on Dedicated
Teams and Steady Team Velocity
• Product Based, not Project Based
• Quality Management Plan
• Quality and Testing Are Addressed
in Each Sprint by the Team (They
Know the Product Best)
• Stakeholder Management Plan
• Product Owner is Responsible for
Stakeholder Management
• Procurement Management Plan
• Procurement Management Center
of Excellence
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Executing
PMBOK
Agile/Scrum
• Execute Based on Project Plan and
Design
• Execute Based on Sprint Planning
and User Story Definition
• Product Owner is intimately familiar
with Requirements/Backlog
Items/User Stories and Is Available
in Daily Scrum Meetings to Answer
Questions and Provide Clarifications
• Mitigate Risks/Issues That Arise
• Impediments/Issues/Risks Identified
Daily as they arise
• Scrum Master is Responsible for
Facilitating Mitigation (with Team)
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Monitoring & Controlling – Part 1
Agile/Scrum
PMBOK
• Change Requests
• Scope
• Schedule
• Budget
• Design
• Sprint Planning is the FINAL
definition of Scope
• Once a Sprint Starts, NOTHING
about Scope Changes
• Sprints are Predetermined Time
Boundaries
• Typically 2-4 Weeks
• Additional Scope Gets
Prioritized for Next Sprint
• RARE to Stop a Sprint
• Risk Management
• No real risk log/Only identification
of “impediments” during Daily
Scrum Meeting
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More like issues rather than risks 22
Monitoring & Controlling – Part 2
Agile/Scrum
PMBOK
• Status Reports
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• Project Documentation
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• Project Metrics/Analytics
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Status Happens Fluidly By Scrum Master
and Product Owner Being Imbedded
with Team (and Daily Scrums)
Kanban Board
Agile values working software over
extensive documentation
Some documentation does occur at the
User Story/Design level during Sprints as
needed
Burn-Down/Burn-Up Charts Show if
Sprints are on track
Velocity Metrics kept by Scrum Master
are the primary Metrics
Collaborative Accountability
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Closing
PMBOK
Agile/Scrum
• Lessons Learned
• Sprint Review Allows Stakeholder
Feedback and Communications
• Sprint Retrospective Provides Team
Feedback in Sprint Time
• Verbal Feedback/Approval from
Sprint Review and Retrospective
• No comprehensive Lessons Learned
• Project Closeout Documentation
• Typically No Documentation, Any
Lessons Learned are Immediately
Incorporated into next Sprint’s
Activities
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Reality
• Majority of Companies do a Hybrid Model where Project
Management and the PMO still exist, but product teams
practice Agile/Scrum Development
• Scrum is the most popular form of Agile for Companies
• Small and Medium Businesses Use Agile More than Large Ones
– Median Organization Size for Companies Using Agile is about
100 resources
• See State of Agile and State of Scrum Reports
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When Agile Is Best
• Smaller, less complex efforts
• When requirements/scope are unknown or
evolving
• When a dedicated team is present
• When there are no/few cross-team dependencies
• When customer/stakeholders are fully engage
with Agile/Scrum process
• When the customer/stakeholders are fully
engaged readily available
• When rapid deployment is needed
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Key Questions to Ask
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Why do we want to be Agile?
How Agile do we want to be?
Are we willing to change our organization to be Agile?
Will we have dedicated teams for each project?
What makes sense in terms of integrating pieces of
Agile/Scrum processes for our organization?
• Do you want to give up Project Based Financials and
Schedules in order to be Agile?
• If a hybrid model, how do we account for the risk of
not being pure Agile/Scrum?
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Summary
• Agile/Scrum in it’s purest form addresses most concerns and
risks that the PMBOK mind may have
• Most organizations do not utilize a pure Agile/Scrum
environment – they use a hybrid, and this leaves many
unaddressed risks/concerns (see State of Agile and State of
Scrum Reports)
• Make sure that Project Management is not abandoned before
understanding the full transition to Agile/Scrum
• PMs should have an arsenal of tools for different projects and
situations
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Resources - Part 1
• Agile Manifesto – www.agilemanifesto.org
• The Scrum Guide - https://www.scrum.org/Scrum-Guide
• Scrum Alliance - http://www.scrumalliance.org/
• Scrum Alliance 2013 State of Scrum Report http://www.scrumalliance.org/scrum/media/ScrumAllianceM
edia/Files%20and%20PDFs/State%20of%20Scrum/2013State-of-Scrum-Report_062713_final.pdf
• Version One 2013 State of Agile Report http://stateofagile.versionone.com/
• Book on Organizational Changes and Scrum Adoption - The
Enterprise and Scrum, Ken Schwaber, Microsoft Press 2007
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Resources – Part 2
• Video - Agile Product Ownership in a Nutshell By
Henrick Kniberg http://www.youtube.com/watch?v=502ILHjX9EE
• Water-Scrum-Fall is the Reality of Agile for Most
Organizations Today by Dave West http://www.cohaa.org/content/sites/default/files/wate
r-scrum-fall_0.pdf
• Great Agile/Scrum Teacher – Timothy D. Korson at
QualSys Solutions – www.qualsys.org
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Contact Information
Elise Hudson, PMP, CSM
[email protected]
(615)787-7049 cell
www.linkedin.com/in/elisehudson
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Questions/Discussion
Questions/Discussion
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