Agile Project Management for PMPs

Mapping from the PMBOK Guide to Agile Practices

Michele Sliger michele@sligerconsulting.com

Michele Sliger Sliger Consulting, Inc.

www.sligerconsulting.com Over 20 years of software

development experience, with the last 8 in Agile Certified Scrum Trainer BS-MIS, MBA, PMP Co-author of The Software Project Managers Bridge to Agility, part of Addison-Wesleys Agile Software Development series
2009 Sliger Consulting, Inc.
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What well cover.

Brief Overview of Agile Acceptance of Agile by the PMI Traditional vs. Agile Mapping to Agile Practices:
Integration Project Management Scope Project Management Quality Project Management

How Your Role Will Change Where to Find More Information

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Agile PrinciplesThe Agile Manifesto

We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:

Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan
That is, while there is value in the items on the right, we value the items on the left more.
-- http://www.agilemanifesto.org/
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How is Agile Different from Traditional Approaches? The Paradigm Shift

Waterfall
Fixed
Requirements Resources

Agile
Time

Plan Driven

Value Driven

Estimated
Source: www.dsdm.org

Resources

Time

Features
Release themes & feature intent drive estimates

The Plan creates cost/schedule estimates

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Agile Frameworks
Scrum (Ken Schwaber) XP (Kent Beck) Lean Software Development (Mary Poppendieck) Crystal (Alistair Cockburn) Dynamic System Development Method (Dane Faulkner) Adaptive Software Development (Jim Highsmith) Feature Driven Development (Jeff DeLuca)

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A Generic Agile Process

Product Backlog
Feature 1 Feature 2 Feature 3 Feature 4 Feature 5 Feature 6 Feature

Release A
Feature 1, Feature 2, Feature 3a Release to Production

Release Backlog
Feature 1a Feature 1b Feature 1c Feature 1d Feature 2a Feature 2b Feature 3a

Iteration 1
Feature 1a Feature 1b

Iteration 2
Feature 1c Feature 1d Feature 2a

Iteration 3
Feature 2b Feature 3a

Product Backlog
Feature 3b Feature 3c Feature 3d Feature 4 Feature 5 Feature 6 Feature

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PMBOK Project Phases vs. Agile Project Life Cycle The Agile Fractal
At the Release level: And at the Iteration level:

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PMIs View of Agile

There is no single best way to define an ideal project life cycle. PMBOK, p. 20 The project manager, in collaboration with the project team, is always responsible for determining what processes are appropriate, and the appropriate degree of rigor for each process, for any given project. PMBOK, p. 37
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PMI Agile Forum

SIGs now Virtual Community Programs PMI Agile Community of Practice was launched at the Agile2009 Conference
Join us: http://finance.groups.yahoo.com/group/ pmiagile/ http://agile-pm.pbworks.com/FrontPage

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Traditional vs. Agile Project Management

Traditional: Plan what you expect to happen Enforce that what happens is the same as what is planned
Directive management Control, control, control

Agile: Plan what you expect to happen with detail appropriate to the horizon Control is through inspection and adaptation
Reviews and Retrospectives Self-Organizing Teams

Use change control to manage change

Change Control Board Defect Management

Use Agile practices to manage change:

Continuous feedback loops Iterative and incremental development Prioritized backlogs
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Integration Management
Traditional Agile
Release and Iteration Planning Iteration Work Facilitate, Serve, Lead, Collaborate Constant Feedback and a Ranked Backlog

Project Plan Execution

Direct, Manage, Monitor, Control Integrated Change Control

Project Plan Development

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Start with a prioritized (ranked) product backlog

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Virtual Backlog

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Scope Management
Traditional
Scope Definition

Agile

Backlog and Planning Meetings Release and Iteration Plans (FBS) Feature Acceptance Constant Feedback and the Ranked Backlog

Create WBS

Scope Verification

Scope Change Control

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WBSFBS
Release Plan Iteration Plan

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Using Gantt Charts

Feature breakdown structure does not show tasks Duration = full length of the iteration No resource allocation (unless assigning teams)
Graphic Mountain Goat Software, All rights reserved

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Acceptance criteria for the feature is written on the back of the card. This is the basis for the test cases.

Passing test cases arent enough to indicate acceptance the Product Owner must accept each story.
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Burndown Charts

Estimated Scope

Iteration/Time
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Quality Management
Traditional
Quality Planning Quality Assurance

Agile

Definition of Done QA involved from the beginning, and Reviews and Retrospectives

Quality Control

Test early and often; feature acceptance

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Defining Done

Photos courtesy of Agile Evolution Inc. 2009 Sliger Consulting, Inc.

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Photo courtesy of a2gemma at http:// www.flickr.com/photos/a2gemma/552208117/ 2009 Sliger Consulting, Inc.

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Risk Management
Traditional
Risk Identification, Qualitative Analysis, Response Planning

Agile

Iteration Planning, Daily Stand-ups, and Retrospectives

Monitoring & Controlling

Daily Stand-ups and Highly Visible Information Radiators

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The Agile Framework Addresses Core Risks

Intrinsic schedule flaw (estimates that are wrong and undoable from day one, often based on wishful thinking)
Detailed estimation is done at the beginning of each iteration

Specification breakdown (failure to achieve stakeholder consensus on what to build)

Assignment of a product owner who owns the backlog of work

Scope creep (additional requirements that inflate the initially accepted set)
Change is expected and welcome, at the beginning of each iteration Self-organizing teams experience greater job satisfaction

Personnel loss

Productivity variation (difference between assumed and actual performance)

Demos of working code every iteration

Core risks from Tom DeMarco and Tim Lister: Risk Management During Requirements IEEE Software

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Lets Review
Project planning is broken out into multiple levels of planning: we looked at quarterly/ release planning, iteration planning, and daily planning Facilitating and coaching a team helps them to make the best decisionsand frees you to focus on strategic and organizational issues The ranked backlog, owned by the business, is the primary means of change control
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Lets Review
Scope is defined at a granularity that is appropriate for the time horizon Scope is verified by the acceptance of each feature by the product owner Work Breakdown Structures become Feature Breakdown Structures Gantt charts are not typically used; instead burndown charts help us to track progress
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Lets Review
Test-driven development and crossfunctional teams help to bring quality assurance and planning activities up to the beginning of the project, and continue throughout the project Bugs are found and fixed in the iteration; features are then accepted by the product owner
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Lets Review
The very nature of the agile framework allows core risks to be addressed by the team throughout the project Highly visible information radiators and constant feedback cycles help teams to identify and monitor potential risks, and respond effectively once the risk event occurs
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Your New Role as a Servant Leader

Your Responsibilities
Safeguard the Process:
Facilitate meetings Remove roadblocks Protect the team from distractions Help people communicate Act as the teams memory

Be the voice of reality

Remind the team of the overall vision Remind the team of the purpose of the process Remind the team of decisions they agreed to Ask the team to explain things to you if it doesnt look like what theyre doing makes any sense Keep velocity estimates in check Bring the probability of unfinished features to their attention Keep metrics
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Your Responsibilities
Communications: Mediate team disputes Be the first rung in the escalation ladder Negotiate with those outside the team Provide highly visible information radiators
And formally report on progress

Manage external dependencies Coordinate with others on releases

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Your Responsibilities
Build a community: Create a safe environment that fosters collaborative decision-making and encourages experimentation Maintain an environment that supports high productivity Serve as a liaison and ambassador and advocate Participate in organizational change Share your experiences with others

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You Do NOT
Own the product backlogthe product owner does Own the estimatesthe delivery team does Make delivery decisionsyou facilitate this activity for the team, and instead make decisions regarding project administration and strategic and organizational issue resolution Make product decisionsthe customer or product owner does, or his/her proxy Have to have all the answersask the team!
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Where to Find More Information

2005 Rally SDC

Free Online Resources

www.agilealliance.org www.apln.org www.scrumalliance.org www.sligerconsulting.com

http://finance.groups.yahoo.com/group/pmiagile/ http://groups.yahoo.com/group/scrumdevelopment/ http://finance.groups.yahoo.com/group/ agileprojectmanagement/

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Additional Resources
Stretching Agile to Fit CMMI Level 3, an experience report by David J. Anderson:
http://www.agilemanagement.net/Articles/Papers/ StretchingAgiletoFitCMMIL.html

Books:

The Software Project Managers Bridge to Agility by Michele Sliger and Stacia Broderick Lean Thinking by James P. Womack and Daniel T. Jones Implementing Lean Software Development by Mary and Tom Poppendieck Agile Project Management with Scrum by Ken Schwaber Scaling Software Agility by Dean Leffingwell Behind Closed Doors by Esther Derby and Johanna Rothman Collaboration Explained by Jean Tabaka Agile Estimating and Planning and User Stories Applied by Mike Cohn
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Thank you!
michele@sligerconsulting.com
Visit www.sligerconsulting.com for more information on this and other agile training and coaching offerings