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Agile, PMI, and the

PMBOK Guide
Rory McCorkle, MBA
Priya Sethuraman, MS
Product Managers Credentials

18 February 2012
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PMI in Summary
Global Non-Profit Professional Association
More than 600,000 members and credential holders
260 chapters, 182 countries
Global Standards
13 global standards
3 million+ PMBOK Guide in circulation
Credentials
6 major credentials, used worldwide ( PMP | CAPM |
PgMP | PMI-RMP | PMI-SP | PMI-ACPSM)
Professional and Market Research
Academic Accreditation Program and Market Research
Advocate for Project Management excellence to
Business, government, NGOs, C-level executives
Local and regional audiences: chapter outreach
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PMIs History with Agile


Congress presentations since 2004
Dedicated Agile track North America Congress
2011
SeminarsWorld sessions since 2005
PMBOK Guide 3rd & 4th edition references to
iterative development
Agile reference sources in PMI Marketplace

PMIs History with Agile

PMIs History with Agile

PMIs History with Agile

PMIs History with Agile


February 2011: PMI Agile Certified Practitioner
(PMI-ACP) certification announced
May 2011: PMI-ACP launched
January 2012: First class of 515 PMI-ACP
credential holders awarded (59 from India)

PMIs History with Agile

PMIs History with Agile

Usefulness of Agile project


management to the organization
71% of the respondents said Agile project
management is valuable to their organization.

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How valuable is Agile project


management in managing your
projects?

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PMIs Agile Community of


Practice
Open to all
PMI
members
Has over
13,000
subscribers

Discus
sions

Webin
ars

Ask the
Commu
nity

Wikis

Blog
s

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Project Management Body of


Knowledge (PMBOK Guide)

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Project Management Body of


Knowledge (PMBOK Guide)

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Traditional vs. Agile PM


Traditional:
Plan what you expect to
happen

Agile:
Plan what you expect to
happen with detail
appropriate to the horizon

Enforce that what


happens is the same as
what is planned

Control is through
inspection and adaptation

Directive management
Control, control, control

Use change control to


manage change
Change Control Board
Defect Management

Reviews and Retrospectives


Self-Organizing Teams

Use Agile practices to manage


change:
Continuous feedback loops
Iterative and incremental
development
Prioritized backlogs
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PMBOK
PRACTICES

AGILE
PRACTICES

The mapping of PMBOK Guide


practice to Agile practices courtesy of
Michelle Sliger (Sliger Consulting) and
her text Bridge to Agility

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Integration Management
Traditiona
l

Agile

Project Plan
Development

Release and Iteration


Planning

Facilitate, Serve,
Lead, Collaborate

Constant Feedback
and a Ranked
Backlog

Project Plan
Execution
Direct, Manage,
Monitor, Control
Integrated Change
Control

Iteration Work

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Scope Management
Traditiona
l

Agile

Scope Definition

Backlog and Planning


Meetings

Create WBS

Release and Iteration


Plans (FBS)

Scope Verification

Feature Acceptance

Constant Feedback
and the Ranked
Backlog

Scope Change
Control

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Scope Management
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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Scope Management

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Quality Management
Traditiona
l
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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Risk Management

Traditiona
l
Risk Identification,
Qualitative &
Quantitative
Analysis,
Response
Planning
Monitoring &
Controlling

Agile

Iteration Planning,
Daily Stand-ups,
Metrics, and
Retrospectives

Daily Stand-ups and


Highly Visible
Information
Radiators

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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

Personnel loss

Self-organizing teams experience greater job satisfaction


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Summary
Scope is defined at a granularity that is
appropriate for the time horizon
Scope is verified by the acceptance of each
feature by the customer
Work Breakdown Structures become Feature
Breakdown Structures
Gantt charts are not typically used; instead
progress charts help us to track progress

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Summary
Test-driven development and cross-functional
teams help to bring quality assurance and
planning activities forward 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 customer
The nature of agile framework allows core risks to
be addressed by the team throughout the project

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Questions?
rory.mccorkle@pmi.org
priya.sethuraman@pmi.org
www.pmi.org/agile

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