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.

he Ag ile PMP ric ks e a c hing a n Old Do g Ne w T T T

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 o 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 o pic s • Hidde n PM • T ra ditio na l vs. a ssumptio ns a g ile pro je c t c o ntro l • T he c a se fo r a g ile (a nd • Wha t c a n I why it wo rks) do no w? • Ag ile a nd the • A wo rd o n PMBOK 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 ? Technical Complexity • 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 Novelty P • T he le ss c e rta in we a re a c e 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 * 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 Scope • 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 Tim Cost e • Unre a listic e xpe c ta tio ns Traditional Project Management a ro und the te a m’ s a b ility to de live r

Drive yo ur pro je c ts Tim Cost • T urns the I ro n T ria ng le e 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 Scope c o ntro l o n the pro je c ts Agile Project Management o utc o me .

he Case fo r Agile T

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 o ld mo de l

Ag ile a nd the PMI pro c e ss g ro ups • I nitia tio n I nitia tio n Pla nning E xe c ute Mo nito r Co ntro l Clo sing • Pla nning • E xe c utio n • Mo nito ring a nd Co ntro l • Clo se do wn

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 • Ag ile do e sn’ t re a lly in thinking : a ddre ss: – T ime Ma na g e me nt – I nte g ra tio n Ma na g e me nt – Co st Ma na g e me nt – Pro c ure me nt – Sc o pe Ma na g e me nt Ma na g e me nt – Risk Ma na g e me nt – Huma n Re so urc e – Qua lity Ma na g e me nt Ma na g e me nt – Co mmunic a tio ns Ma na g e me nt

Pro je c t T ime Time • De fine de live ra b le s no t Management a c tivitie s Activity definition • Strive to re duc e de pe nde nc ie s Activity sequencing b e twe e n de live ra b le s Activity resource • Prio ritize do n’ t se q ue nc e . Wo rk estimating fro m the to p o f the list. Activity duration estimating • E stima te b a se d o n re la tive size Schedule • Re le a se s a nd ite ra tio ns a lwa ys development e nd o n time . Schedule control

Pro je c t Co st Cost Management • Co st is de fine d b y yo ur Cost estimating willing ne ss to inve st Cost budgeting • Co st e stima te s a re the pro duc t Cost control o f the te a m size a nd pro je c t dura tio n

Pro je c t Sc o pe Scope Management • Sc o pe is de fine d a t pro g re ssive Scope Planning le ve ls o f de ta il. Scope Definition • Pla n sc o pe , de a l with pro je c t Create WBS re a litie s, a nd ma ke tra de o ffs. Scope Verification • Allo w ro o m fo r sc o pe Scope Control 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

Pro je c t Risk Risk Management • Busine ss Risk, T e c hnic a l Risk, Risk management a nd L o g istic a l Risk planning • Risk ma na g e me nt is b uilt into Risk identification the struc ture o f the pro je c t Qualitative risk analysis • Risks a re c o nsta ntly visib le a nd Quantitative risk ma na g e d thro ug h ite ra tio ns analysis • Risk lists, re spo nse pla nning , Risk response planning a nd mitig a tio n stra te g ie s Risk monitoring and control

Pro je c t Qua lity Quality Management • Qua lity is no t a n a fte rtho ug ht Quality planning • T e st first de sig n Perform quality assurance • T e st drive n de ve lo pme nt Quality control • Co ntinuo us inte g ra tio n • Co ntinuo us te sting

Pro je c t Co mmunic a tio n Communication Management • Co mmunic a tio n pla nning c a n Communications b e tho ug ht o f in the tra ditio na l planning se nse whe n lo o king o utside the Information pro je c t te a m distribution Performance reporting • Co llo c a tio n Manage stakeholders • I nfo rma tio n ra dia to rs • Osmo tic c o mmunic a tio n

Pro je c t I nte g ra tio n Integration Management • Ag ile ha s ro o m fo r a Cha rte r o r a Visio n sta te me nt Charter • Pro je c t ma na g e me nt pla ns Scope statement a nd a ppro a c h sta te me nts Project Management Plan • Mo re e mpo we ring style o f Direct and Manage ma na g e me nt b a se d o n Project Execution individua l a c c o unta b ility Monitor and Control Project work • Cha ng e c o ntro l is b uilt into the Integrated change pro c e ss. T ra de o ffs ma na g e d in control re a l time . Close project

Pro je c t Pro c ure me nt Time Management • Ag ile do e s no t de a l muc h with Plan purchases and pro c ure me nt acquisitions • Appro a c h c o ntra c ts with Plan contracting a da pta b ility in mind Request seller • Build re la tio nships b a se d o n responses trust Select sellers • Cre a te win-win a g re e me nts Contract administration Contract closure