Agile Project Management for PMP's

Agile Project Management for PMPs

Mapping from the PMBOK® Guide to Agile Practices Michele Sliger

[email protected]

2 © 2009 Sliger Consulting, Inc.

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 Manager’s Bridge to Agility, part of Addison-Wesley’s Agile Software Development series


What we’ll 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


Agile Principles—The Agile 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

That is, while there is value in the items on the right, we value the items on the left more.”

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

-- http://www.agilemanifesto.org/


How is Agile Different from Traditional Approaches? The Paradigm Shift

Fixed

Estimated

Requirements

Time Resources

Time

Features

Plan Driven

Value Driven

The Plan creates cost/schedule estimates

Release themes & feature intent drive estimates

Waterfall Agile Resources

Source: www.dsdm.org


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

Release A Feature 1, Feature 2, Feature 3a

Iteration 1 Iteration 2 Iteration 3 Feature 1a Feature 1b

Feature 1c Feature 1d Feature 2a

Feature 2b Feature 3a

Product Backlog

Feature 1 Feature 2 Feature 3 Feature 4 Feature 5 Feature 6 Feature …

Release Backlog

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

© 2009 Sliger Consulting, Inc.

Product Backlog

Feature 3b Feature 3c Feature 3d Feature 4 Feature 5 Feature 6 Feature …

Release to Production


PMBOK Project Phases vs. Agile Project Life Cycle The Agile Fractal

At the Release level: And at the Iteration level:


PMI’s 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 •  http://finance.groups.yahoo.com/group/

pmiagile/ •  http://agile-pm.pbworks.com/FrontPage •  In the midst of a soft launch •  Steering Committee: Jesse Fewell, David Prior,

Michele Sliger, Sellers Smith, George Schlitz, Mike Griffiths, Ainsley Nies, Rodney Bodamer, Katie Playfair, Patricia Reed



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

•  Use change control to manage change –  Change Control Board –  Defect Management

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 Agile practices to manage change: –  Continuous feedback loops –  Iterative and incremental

development –  Prioritized backlogs


Integration Management

Traditional Project Plan Development

Project Plan Execution

Direct, Manage, Monitor, Control

Integrated Change Control

Agile Release and Iteration

Planning

Iteration Work

Facilitate, Serve, Lead, Collaborate

Constant Feedback and a Ranked Backlog ≈ ≈

≈ ≈


Start with a prioritized (ranked) product backlog

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Virtual Backlog


Scope Management

Traditional

Scope Definition

Create WBS

Scope Verification

Scope Change Control

Agile Backlog and Planning

Meetings

Release and Iteration Plans (FBS)

Feature Acceptance

Constant Feedback and the Ranked Backlog ≈

≈

≈ ≈


WBSFBS Release Plan Iteration Plan


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


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

Passing test cases aren’t enough to indicate acceptance – the Product Owner must accept each story.


Burndown Charts

Iteration/Time

Estimated�Scope


Quality Management

Traditional

Quality Planning

Quality Assurance

Quality Control

Agile

Definition of “Done”

QA involved from the beginning, and…

Reviews and Retrospectives

Test early and often; feature acceptance ≈

≈ ≈

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Defining “Done”

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


Photo courtesy of a2gemma at http://www.flickr.com/photos/a2gemma/552208117/


Risk Management

Traditional

Risk Identification, Qualitative Analysis, Response Planning

Monitoring & Controlling

Agile

Iteration Planning, Daily Stand-ups, and Retrospectives

Daily Stand-ups and Highly Visible

Information Radiators ≈

≈


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

•  Personnel loss   Self-organizing teams experience greater job satisfaction

•  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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Let’s 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 decisions—and 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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Let’s 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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Let’s Review

•  Test-driven development and cross-functional 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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Let’s 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


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 team’s memory

–  Remind the team of the overall vision –  Remind the team of the purpose of the process –  Remind the team of decisions they agreed to

•  Be the voice of reality –  Ask the team to explain things to you if it doesn’t look like what

they’re doing makes any sense –  Keep velocity estimates in check –  Bring the probability of unfinished features to their attention –  Keep metrics


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


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


You Do NOT… •  Own the product backlog—the product owner

does •  Own the estimates—the delivery team does •  Make delivery decisions—you facilitate this

activity for the team, and instead make decisions regarding project administration and strategic and organizational issue resolution

•  Make product decisions—the customer or product owner does, or his/her proxy

•  Have to have all the answers—ask the team!

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Upcoming Related Events •  May 29 Agilepalooza in San Francisco, CA http://www.agilepalooza.com/ •  June 8-12 Better Software Conference in

Las Vegas, NV http://www.sqe.com/BetterSoftwareConf/

•  July 22-24 CSM for Professional Project Managers in Boston, MA

Watch for it here: http://www.scrumalliance.org/courses

•  August 23-28 Agile2009 Conference http://www.agile2009.org



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/


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 Manager’s 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

Thank you! [email protected]

Visit www.sligerconsulting.com for more information on this and other agile training and coaching offerings

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