The Agile PMP: Teaching an Old Dog New Tricks The Agile PMP: - - PowerPoint PPT Presentation

W8

Concurrent Session

Wednesday 11/12/2008 12:45 PM – 2:15 PM

The Agile PMP: Teaching an Old Dog New Tricks The Agile PMP: Teaching an Old Dog New Tricks

Presented by: Mike Cottmeyer VersionOne

Presented at: Agile Development Practices 2008 November 10 - 14, Orlando, FL., USA

330 Corporate Way, Suite 300, Orange Park, FL 32043 888-268-8770 904-278-0524 sqeinfo@sqe.com www.sqe.com

Mike Cottmeyer Mike Cottmeyer

Mike Cottmeyer is a product consultant and agile evangelist for VersionOne. Prior to joining VersionOne, Mike was a senior project manager for CheckFree Corporation where he managed a portfolio of projects for their online banking and bill payment business unit. Mike has a background in traditional project management but has worked primarily with agile methodologies for the past four years. Mike is a certified PMP Project Manager and a Certified ScrumMaster. Mike co-created the DSDM Agile Project Leader certification. He holds this certification at the Foundation, Practitioner, and Examiner levels and was recently named an honorary member of the DSDM consortium. Mike is currently on the board of APLN as Treasurer.

T he Ag ile PMP

T e a c hing a n Old Do g Ne w T ric ks

I ntro duc tio ns

• Pro duc t c o nsulta nt a nd a g ile

e va ng e list fo r Ve rsio nOne

• Pre vio usly a Se nio r Pro je c t

Ma na g e r fo r Che c kF re e Co rpo ra tio n

• PMP, CSM, DSDM Ag ile Pro je c t

L e a de r

• Bo a rd me mb e r o f APL

N a nd the c urre nt T re a sure r. F

• unde r APL

N Atla nta

Ob je c tive s

• De ve lo p a n unde rsta nding o f why

tra ditio na l pro je c t ma na g e me nt do e s no t a lwa ys wo rk fo r so ftwa re pro je c ts

• I

ntro duc e Ag ile pro je c t ma na g e me nt a s a via b le a lte rna tive a nd e xplo re whe n Ag ile te c hniq ue s mig ht b e a pplic a b le to yo ur pro je c t

• T

a ke wha t we kno w a b o ut tra ditio na l pro je c t ma na g e me nt a nd le a rn ho w to a pply it in a n a g ile c o nte xt

Ag e nda T

• pic s
• Hidde n PM

a ssumptio ns

• T

he c a se fo r a g ile (a nd why it wo rks)

• Ag ile a nd the

PMBOK

• T

ra ditio na l vs. a g ile pro je c t c o ntro l

• Wha t c a n I

do no w?

• A wo rd o n

a g ile c ulture

Hidden PM Assumptions

Assumptio ns o f T ra ditio na l PM

• Assumptio ns

intro duc e risk

• We te nd to

a ssume tha t with e no ug h up fro nt pla nning tha t we c a n ma ke pro je c ts pre dic ta b le

Why Ag ile ?

• No t a ll pro je c ts a re

pre dic ta b le

• Ma rke t unc e rta inty

drive s c ha ng e

• T

he le ss c e rta in we a re a b o ut o ur re q uire me nts, the mo re we ne e d to pla n to a da pt

Technical P a c e Novelty Complexity

* Reinventing Project Management by Aaron Shenhar and Dov Dvir

T he Co st o f Cha ng e

• Co st o f tra ditio na l c ha ng e

ma na g e me nt is to o hig h in ma ny pro je c t c o nte xts

• Cha ng e c o ntro l is

b ure a uc ra tic a nd slo w

• We b e c o me re sista nt to

c ha ng e whe n we sho uld e mb ra c e c ha ng e

Ma na g ing tra de o ffs

• Ne w wa y o f lo o king a t the

b a la nc e b e twe e n time , c o st, a nd sc o pe

• I

n tra ditio na l me tho do lo g ie s we sta rt with sc o pe a nd e stima te time a nd b udg e t

• T

his re sults in a fa lse se nse o f c e rta inty a b o ut the fe a ture s

• Unre a listic e xpe c ta tio ns

a ro und the te a m’ s a b ility to de live r

Tim e Scope Cost Traditional Project Management

Drive yo ur pro je c ts

• T

urns the I ro n T ria ng le upside do wn

• Ag ile me tho do lo g ie s

de fine the time a nd c o st a nd va ry the sc o pe

• Give s the Pro duc t

Ma ng e r fine g ra ine d c o ntro l o n the pro je c ts

• utc o me .

Tim e Cost Scope Agile Project Management

T he Case fo r Agile

T he Ag ile e le va to r spe e c h

• Umb re lla te rm to de sc rib e a

fa mily o f me tho do lo g ie s:

– XP – Sc rum – DSDM – AUP – Crysta l – F DD

• E

ng ine e ring b e st pra c tic e s

• Pro je c t ma na g e me nt

me tho do lo g y

• L

e a de rship philo so phy

Ag ile Pro je c t Ma na g e me nt

• E

mpiric a l pro c e ss c o ntro l

• Visib ility, inspe c tio n, a nd

a da pta tio n

• De live r pro duc t in sho rt c yc le s
• I

nspe c t wha t b e e n de live re d

• Ada pt pro c e ss o r re q uire me nts

b a se d o n wha t the te a m ha s le a rne d a b o ut the e me rg ing pro duc t

E nsure s a c c e pta b le o utc o me s

• Ag ile c o sts le ss whe n yo u

fa c to r in the c o st o f c ha ng e ma na g e me nt

• Diffe re nt wa y o f lo o king

a t pro je c t c o ntro l

• Risk mitig a tio n ta c tic tha t

b e use d whe n a ssumptio ns a b o ut pre dic ta b ility do n’ t ho ld

Agile a nd the PMBOK

T he I mpo rta nc e o f L a ng ua g e

• Co mpa nie s do n’ t

c ha ng e o ve r nig ht

• Pe o ple ne e d to

b ridg e the o ld la ng ua g e to the ne w

• He lp te a ms

unde rsta nd ne w c o nc e pts within the

• ld mo de l

Ag ile a nd the PMI pro c e ss g ro ups

• I

nitia tio n

• Pla nning
• E

xe c utio n

• Mo nito ring

a nd Co ntro l

• Clo se do wn

I nitia tio n Pla nning E xe c ute Mo nito r Co ntro l Clo sing

PMI Iterative Planning Scrum Planning Cycle

Ag ile a nd the PMI K no wle dg e Are a s

• Ag ile re q uire s a shift

in thinking :

– T ime Ma na g e me nt – Co st Ma na g e me nt – Sc o pe Ma na g e me nt – Risk Ma na g e me nt – Qua lity Ma na g e me nt – Co mmunic a tio ns Ma na g e me nt

• Ag ile do e sn’ t re a lly

a ddre ss:

– I nte g ra tio n Ma na g e me nt – Pro c ure me nt Ma na g e me nt – Huma n Re so urc e Ma na g e me nt

Pro je c t T ime

• De fine de live ra b le s no t

a c tivitie s

• Strive to re duc e de pe nde nc ie s

b e twe e n de live ra b le s

• Prio ritize do n’ t se q ue nc e . Wo rk

fro m the to p o f the list.

• E

stima te b a se d o n re la tive size

• Re le a se s a nd ite ra tio ns a lwa ys

e nd o n time .

Time Management

Activity definition Activity sequencing Activity resource estimating Activity duration estimating Schedule development Schedule control

Pro je c t Co st

• Co st is de fine d b y yo ur

willing ne ss to inve st

• Co st e stima te s a re the pro duc t
• f the te a m size a nd pro je c t

dura tio n

Cost Management

Cost estimating Cost budgeting Cost control

Pro je c t Sc o pe

• Sc o pe is de fine d a t pro g re ssive

le ve ls o f de ta il.

• Pla n sc o pe , de a l with pro je c t

re a litie s, a nd ma ke tra de o ffs.

• Allo w ro o m fo r sc o pe

ne g o tia tio n whe n pla nning pro je c t sc o pe

• Co lla b o ra tio n a nd fre q ue nt

inte ra c tio n

Scope Management

Scope Planning Scope Definition Create WBS Scope Verification Scope Control

Pro je c t Risk

• Busine ss Risk, T

e c hnic a l Risk, a nd L

• g istic a l Risk
• Risk ma na g e me nt is b uilt into

the struc ture o f the pro je c t

• Risks a re c o nsta ntly visib le a nd

ma na g e d thro ug h ite ra tio ns

• Risk lists, re spo nse pla nning ,

a nd mitig a tio n stra te g ie s

Risk Management

Risk management planning Risk identification Qualitative risk analysis Quantitative risk analysis Risk response planning Risk monitoring and control

Pro je c t Qua lity

• Qua lity is no t a n a fte rtho ug ht
• T

e st first de sig n

• T

e st drive n de ve lo pme nt

• Co ntinuo us inte g ra tio n
• Co ntinuo us te sting

Quality Management

Quality planning Perform quality assurance Quality control

Pro je c t Co mmunic a tio n

• Co mmunic a tio n pla nning c a n

b e tho ug ht o f in the tra ditio na l se nse whe n lo o king o utside the pro je c t te a m

• Co llo c a tio n
• I

nfo rma tio n ra dia to rs

• Osmo tic c o mmunic a tio n

Communication Management

Communications planning Information distribution Performance reporting Manage stakeholders

Pro je c t I nte g ra tio n

• Ag ile ha s ro o m fo r a Cha rte r o r

a Visio n sta te me nt

• Pro je c t ma na g e me nt pla ns

a nd a ppro a c h sta te me nts

• Mo re e mpo we ring style o f

ma na g e me nt b a se d o n individua l a c c o unta b ility

• Cha ng e c o ntro l is b uilt into the

pro c e ss. T ra de o ffs ma na g e d in re a l time .

Integration Management

Charter Scope statement Project Management Plan Direct and Manage Project Execution Monitor and Control Project work Integrated change control Close project

Pro je c t Pro c ure me nt

• Ag ile do e s no t de a l muc h with

pro c ure me nt

• Appro a c h c o ntra c ts with

a da pta b ility in mind

• Build re la tio nships b a se d o n

trust

• Cre a te win-win a g re e me nts

Time Management Plan purchases and acquisitions Plan contracting Request seller responses Select sellers Contract administration Contract closure

Pro je c t Huma n Re so urc e s

• Sta ffing b a se d o n a va ila b le

pe o ple a nd willing ne ss to inve st

• Build yo ur te a m a ro und

mo tiva te d pe o ple

• Give the m wha t the y ne e d to

b e suc c e ssful a nd re mo ve impe dime nts

• Allo w te a ms to se lf-o rg a nize

Human Resource Management Human resource planning Acquire project team Develop project team Manage project team

T ra ditio na l vs. Agile Pro je c t

Contr

• l

Critic a l Pa th

• T

he se q ue nc e o f sc he dule a c tivitie s tha t de te rmine the dura tio n o f the pro je c t

• Assume s a

pre de te rmine d se q ue nc e a nd sc he dule de pe nde nc ie s

F a st T ra c king Pro je c ts

• Sho rte ning the time line
• f the pro je c t b y

do ing wo rk in pa ra lle l

• Pe rfe c tly fine o n a n

a g ile pro je c t

• Add a dditio na l te a ms

to c o mple te fe a ture s

• I

nc re a se s the c o st o f the pro je c t

Cra shing Pro je c ts

• Sho rte ning the

pro je c t b y a dding mo re re so urc e s to ta sks o n the c ritic a l pa th

• Sho uld g e ne ra lly b e

a vo ide d

• Nine wo me n c a n’ t

de live r a b a b y in

• ne mo nth

E a rne d Va lue Ma na g e me nt

• CV = E

V – AC

• SV = E

V – PV

• CPI

= E V/ AC

• SPI

= E V/ PV

• E

T C = BAC – E V

• E

T C = (BAC – E V)/ CPI

• E

AC = AC + E T C

Cha ng e Ma na g e me nt

• E

va lua te if c ha ng e ma na g e me nt is ne c e ssa ry

• I

f so , ke e p c ha ng e ma na g e me nt a s lig ht a s po ssib le

• T

a ke a tie re d a ppro a c h to spe e d up the pro c e ss

Burndo wn Gra phs

• Re le a se b urndo wn
• Sprint b urndo wn
• L

a g indic a to rs a nd le a d indic a to rs

Cumula tive F lo w Dia g ra ms

• Adds the dime nsio n
• f sc o pe to the

c ha rt

• No w we se e ho w

ite ms a re mo ving thro ug h sta tus, to ta l c o mple te a g a inst the to ta l sc o pe o f the pro je c t

Ve lo c ity T re nd

• Pa st pe rfo rma nc e is

a n indic a to r o f future pe rfo rma nc e

• Ve lo c ity sho uld

sta b ilize o ve r time

De fe c t T re nds a nd T e st Co unt

• T

e st tre nds

• De fe c t tre nds
• I

mpa c t o f te st c o ve ra g e a nd de fe c ts o n te a m pe rfo rma nc e

Putting it a ll to g e the r

Re a l time …

• Da ta upda te d

c o nsta ntly a nd ke pt visib le to the e ntire te a m

• Sma ll te a ms a nd

white b o a rds

• L

a rg e r te a ms with a g ile to o ling

…a nd Ac c ura te !

• Do ne vs. pe rc e nt

c o mple te

• Me a sure s re a l

pro g re ss a nd is no t sub je c tive

• Ca n se e e xa c tly

whe re we a re a g a inst b a se line

Wha t Can I Do T

• day?

Da ily Sta nd-up Me e ting s

• I

nc re a se visib ility

• E

sta b lish a se nse o f te a m wo rk a nd c o lla b o ra tio n

• Sha re d

a c c o unta b ility

F e a ture Ba se d De live ra b le s

• Sto p putting a c tivitie s

in yo ur pro je c t pla n

• F
• c us o n o utc o me s…

wha t a re we g o ing to b uild?

• Wha t c a pa b ilitie s

ne e d to b e in the syste m b y whe n?

• L

e t’ s sta rt a c tua lly E a rning Va lue

I te ra tive Pla nning

• K

e e p a hig he r le ve l pla n, ma yb e a mile sto ne pla n in a tra ditio na l PM to o l

• Do de ta ile d pla nning
• n ite ra tive c yc le s
• Use the da ta g a the re d

in the pla nning to do a re a lity c he c k o n yo ur sc he dule

Go o d Pr

• jec t Ma na g e rs ta ke

input fro m r eality a nd deal with it

Adopting Ag ile Cultur e

Ag ile PM Mo de l

• Pro je c t Ma na g e r

a s the c e nte r o f the pro je c t

• Pro je c t ma na g e r

a s a n e na b le r

PM PM

T e a m T e a m T e a m T e a m T e a m T e a m T e a m T e a m T e a m T e a m T e a m T e a m T e a m T e a m T e a m T e a m

PM

E mpo we rme nt

• Cre a te the

c o nte xt

• So c ia l E

ng ine e ring

• Pro c e ss ha s to b e

ma na g e d

Se lf-Org a niza tio n

"S

imple , c le ar purpo se and princ iple s give rise to c o mple x and inte llige nt be havio r. Co mple x rule s and re gulatio ns give rise to simple and stupid be havio r.” De e H

• c k, F
• unde r and F
• rme r

CE O o f Visa I nte rnatio nal

T rust

• E

xpe c t the b e st o ut

• f pe o ple
• E

le va te the individua l, g ive the m re spe c t

• Va lue pe o ple a nd

e nc o ura g e re la tio nships

Ac c o unta b ility

• Me a sure re sults,

no t pro c e sse s o r ste ps

• F
• c us o n va lue
• I

nspe c t the pro c e ss

• Cre a te a c ulture o f

a c c o unta b ility

8 thing s to ke e p in mind

• Unde rsta nd Ag ile

te a m dyna mic s

• Cha mpio n the

pro je c t visio n

• Re mo ve o b sta c le s
• F
• c us o n te a m

b uilding

• Be c o me a

fa c ilita to r

• De ve lo p ta le nt

thro ug h c o a c hing

• E

nc o ura g e pro je c t struc ture

• He lp the te a m

c o mmit

I n Conc lusion…

I t’ s re a lly a b o ut le a de rship…

• Ag ile Pro je c t Ma na g e me nt is

a b o ut b e c o ming a g re a t le a de r

• Ac c e pt input fro m re a lity a nd

re spo nd to it

• L
• o k o ut fo r the b e st inte re st o f

the te a m

• Se e k o ut wha t is no t b e ing sa id
• T

he re is no suc c e ss fo r a nyo ne unle ss we a re a ll suc c e ssful

APM is diffe re nt…

• F
• c us o n individua ls a nd inte ra c tio ns o ve r

pro c e sse s a nd to o ls

• F
• c us o n wo rking so ftwa re o ve r

c o mpre he nsive do c ume nta tio n

• F
• c us o n c usto me r c o lla b o ra tio n o ve r

c o ntra c t ne g o tia tio n

• F
• c us o n re spo nding to c ha ng e o ve r

fo llo wing a pla n

Wra pping it a ll up…

• Ag ile is a risk mitig a tio n te c hniq ue a va ila b le

fo r ma na g ing pro je c ts in hig hly unc e rta in pro je c t do ma ins

• PMI

is a fle xib le e no ug h fra me wo rk to a c c o mmo da te Ag ile c o nc e pts

• T

he pro c e ss g ro ups, kno wle dg e a re a s, a nd PM pro c e sse s re pre se nt pro je c t ma na g e me nt b e st pra c tic e

• I

t is the rig id a pplic a tio n o f the se pro c e sse s tha t ma ke the m inc o mpa tib le with Ag ile

S implifying S

• ftware De live ry