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Agile, PMBOK ® Guide Sixth Edition and Your Future How should PMP ® s interpret and respond to such huge changes?! GR8PM Traditional Agile Hybrid Training Coaching Consulting The PMI Registered Education Provider logo is a registered mark of the Project Management Institute, Inc. Copyright, GR8PM, 2016, all rights reserved.

Transcript of Agile, PMBOK Guide Sixth Edition and Your Future-PMBOK-6th---PMPs_Stenbeck.pdf · Agile / Scrum:...

Page 1: Agile, PMBOK Guide Sixth Edition and Your Future-PMBOK-6th---PMPs_Stenbeck.pdf · Agile / Scrum: Feature Structure Product Theme 1 Theme 2 Epic 1 Epic 2 Epic 3 Epic 4 Story 1 Story

Agile, PMBOK® Guide Sixth Edition and Your Future

How should PMP®s interpret and respond to

such huge changes?!

GR8PM

Traditional � Agile � Hybrid Training � Coaching � Consulting

The PMI Registered Education Provider logo is a registered mark of the Project Management Institute, Inc.

Copyright, GR8PM, 2016, all rights reserved.

Page 2: Agile, PMBOK Guide Sixth Edition and Your Future-PMBOK-6th---PMPs_Stenbeck.pdf · Agile / Scrum: Feature Structure Product Theme 1 Theme 2 Epic 1 Epic 2 Epic 3 Epic 4 Story 1 Story

KEY QUESTION

What makes the PMBOK Guide® Sixth Edition coming out in January so important?

Agile and the PMBOK® Guide Sixth Edition How should PMP®s respond?!

Page 3: Agile, PMBOK Guide Sixth Edition and Your Future-PMBOK-6th---PMPs_Stenbeck.pdf · Agile / Scrum: Feature Structure Product Theme 1 Theme 2 Epic 1 Epic 2 Epic 3 Epic 4 Story 1 Story

Quick History of the PMBOK® Guide Important highlights in the growth of the project management profession.

Agile and the PMBOK® Guide Sixth Edition How should PMP®s respond?!

1969: PMI is founded.

1976: Serious discussion of project management standards reaches critical mass in Montreal.

1981: PMI Board approves a project to create a standard focused on •  Professional Practices (Ethics) •  Body of Knowledge Structure (Standards) •  Professional Recognition (Accreditation)

Page 4: Agile, PMBOK Guide Sixth Edition and Your Future-PMBOK-6th---PMPs_Stenbeck.pdf · Agile / Scrum: Feature Structure Product Theme 1 Theme 2 Epic 1 Epic 2 Epic 3 Epic 4 Story 1 Story

Quick History of the PMBOK® Guide Important highlights in the growth of the project management profession.

Agile and the PMBOK® Guide Sixth Edition How should PMP®s respond?!

1984: ESA Baseline Report moves the PMI Board to approve a project to elaborate the proposed 6 knowledge areas. •  Six committees developed content and a 1985

workshop was convened to review the work •  The result included a:

•  Project Management Framework •  Risk Management knowledge area •  Contract/Procurement Management knowledge area

1987: The Project Management Body of Knowledge is published.

Page 5: Agile, PMBOK Guide Sixth Edition and Your Future-PMBOK-6th---PMPs_Stenbeck.pdf · Agile / Scrum: Feature Structure Product Theme 1 Theme 2 Epic 1 Epic 2 Epic 3 Epic 4 Story 1 Story

Quick History of the PMBOK® Guide Important highlights in the growth of the project management profession.

Agile and the PMBOK® Guide Sixth Edition How should PMP®s respond?!

1991: Project to update the standard begins. •  1994 – Exposure draft distributed to all 10,000 PMI

members

1996: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) is published. •  Name was changed •  Framework completely rewritten •  Ninth knowledge area – Project Integration

Management – was added

Page 6: Agile, PMBOK Guide Sixth Edition and Your Future-PMBOK-6th---PMPs_Stenbeck.pdf · Agile / Scrum: Feature Structure Product Theme 1 Theme 2 Epic 1 Epic 2 Epic 3 Epic 4 Story 1 Story

Quick History of the PMBOK® Guide Important highlights in the growth of the project management profession.

Agile and the PMBOK® Guide Sixth Edition How should PMP®s respond?!

2004: PMBOK® Guide, Third Edition is published 2008: PMBOK® Guide, Fourth Edition is published 2013: PMBOK® Guide, Fifth Edition is published

Page 7: Agile, PMBOK Guide Sixth Edition and Your Future-PMBOK-6th---PMPs_Stenbeck.pdf · Agile / Scrum: Feature Structure Product Theme 1 Theme 2 Epic 1 Epic 2 Epic 3 Epic 4 Story 1 Story

Agile and the PMBOK® Guide Sixth Edition How should PMP®s respond?!

Quick History of the PMBOK® Guide Important highlights in the growth of the project management profession.

Page 8: Agile, PMBOK Guide Sixth Edition and Your Future-PMBOK-6th---PMPs_Stenbeck.pdf · Agile / Scrum: Feature Structure Product Theme 1 Theme 2 Epic 1 Epic 2 Epic 3 Epic 4 Story 1 Story

Quick History of the PMBOK® Guide Important highlights in the growth of the project management profession.

Agile and the PMBOK® Guide Sixth Edition How should PMP®s respond?!

2017: PMBOK® Guide, Sixth Edition •  Framework will be completely revised •  Agile will be added to every knowledge area •  Unprecedented! Not since the original 1996

PMBOK® Guide was published 20 years ago has this magnitude of change happened.

Page 9: Agile, PMBOK Guide Sixth Edition and Your Future-PMBOK-6th---PMPs_Stenbeck.pdf · Agile / Scrum: Feature Structure Product Theme 1 Theme 2 Epic 1 Epic 2 Epic 3 Epic 4 Story 1 Story

Quick History of the PMBOK® Guide Important highlights in the growth of the project management profession.

Agile and the PMBOK® Guide Sixth Edition How should PMP®s respond?!

Also worth noting: •  5 Process Groups – Present in all Editions •  1996 – 1st edition = 199 pages & 8 Knowledge Areas •  2001 – 2nd edition = 216 pages & 9 Knowledge Areas •  2004 – 3rd edition = 402 pages & 9 Knowledge Areas •  2008 – 4th edition = 507 pages & 9 Knowledge Areas •  2013 – 5th edition = 616 pages & 10 Knowledge Areas

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PMI-ACP® surpassed 10,000 certification holders in November 2015

PMI-ACP = 12,000+

PMI-ACP is bigger than PgMP + PfMP + PMI-SP + PMI-RMP + PMI-BA!

Agile and the PMBOK® Guide Sixth Edition How should PMP®s respond?!

Quick History of the PMBOK® Guide Important highlights in the growth of the project management profession.

Page 11: Agile, PMBOK Guide Sixth Edition and Your Future-PMBOK-6th---PMPs_Stenbeck.pdf · Agile / Scrum: Feature Structure Product Theme 1 Theme 2 Epic 1 Epic 2 Epic 3 Epic 4 Story 1 Story

We Value… Individuals and Interactions

Working Software Customer Collaboration Responding to Change

Processes and Tools Comprehensive Documentation

Contract Negotiation Following a Plan

over over over over

We Would Add… not a …

Agile and the PMBOK® Guide Sixth Edition How should PMP®s respond?!

Quick Comparison of Agile and Traditional

Page 12: Agile, PMBOK Guide Sixth Edition and Your Future-PMBOK-6th---PMPs_Stenbeck.pdf · Agile / Scrum: Feature Structure Product Theme 1 Theme 2 Epic 1 Epic 2 Epic 3 Epic 4 Story 1 Story

Traditional: Graphical WBS

Objective

Phase 1 Phase 2

Work Package 1

Work Package 2

Work Package 1

Work Package 2

Activity 1 Activity 2 Activity 3

Task 1 Task 2 Task 3

Agile / Scrum: Feature Structure

Product

Theme 1 Theme 2

Epic 1 Epic 2 Epic 3 Epic 4

Story 1

Story 2

Story 3

Task 1 Task 2 Task 3

Agile and the PMBOK® Guide Sixth Edition How should PMP®s respond?!

Quick Comparison of Agile and Traditional

Page 13: Agile, PMBOK Guide Sixth Edition and Your Future-PMBOK-6th---PMPs_Stenbeck.pdf · Agile / Scrum: Feature Structure Product Theme 1 Theme 2 Epic 1 Epic 2 Epic 3 Epic 4 Story 1 Story

PMBOK:

1.  Objective

2.  Phase .

.

3.  Work Pkg. .

4.  Activity

5.  Task

Definitions are completely arbitrary logical devices.

AGILE:

1.  Product

2.  Theme .

.

3.  Epic .

4.  Story

5.  Task

DEFINITION:

1.  Business-level Full Function Vision

2.  What a User Class wants to see or experience (Sub-function; End-to-end workflow)

3.  What a User will do and the result(s) they will see

4.  Workflow component in User words

5.  Technical job plus acceptance criteria

Agile and the PMBOK® Guide Sixth Edition How should PMP®s respond?!

Quick Comparison of Agile and Traditional

Page 14: Agile, PMBOK Guide Sixth Edition and Your Future-PMBOK-6th---PMPs_Stenbeck.pdf · Agile / Scrum: Feature Structure Product Theme 1 Theme 2 Epic 1 Epic 2 Epic 3 Epic 4 Story 1 Story

Traditional: • Stakeholders & Sponsor

Agile / Scrum: • Stakeholders & Sponsor

• Program or Sr. Project Manager

• Jr. PM or Team Lead

• Team and SME’s

• Everybody else

• Product Owner

• Scrum Master

• Team and SME’s

• Everybody else

Taxonomy for Traditional vs. Agile Roles

Agile and the PMBOK® Guide Sixth Edition How should PMP®s respond?!

Quick Comparison of Agile and Traditional

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Do most PMP®’s have 1,500 hours of Agile?

PROGRESSIVE ELABORATION

Agile and the PMBOK® Guide Sixth Edition How should PMP®s respond?!

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Do most PMP®’s have 1,500 hours of Agile? The PMBOK® Guide, Fifth Edition states: •  1.3 What is Project Management?

•  …development of the project management plan is an iterative activity and is progressively elaborated throughout the project's life cycle. Progressive elaboration involves continuously improving and detailing a plan…

•  2.4.2.2 Predictive Life Cycles •  Even projects with predictive life cycles may use the concept

of rolling wave planning... for appropriate time windows, as new work activities are approaching…

Agile and the PMBOK® Guide Sixth Edition How should PMP®s respond?!

Page 17: Agile, PMBOK Guide Sixth Edition and Your Future-PMBOK-6th---PMPs_Stenbeck.pdf · Agile / Scrum: Feature Structure Product Theme 1 Theme 2 Epic 1 Epic 2 Epic 3 Epic 4 Story 1 Story

Do most PMP®’s have 1,500 hours of Agile? The PMBOK® Guide, Fifth Edition states: •  3.4 Planning Process Group

•  …The complex nature of project management may require the use of repeated feedback loops... This progressive detailing is called progressive elaboration, indicating iterative and ongoing activities. (paraphrased)

•  6.2.2.1 Decomposition •  Decomposition is a technique used for dividing and

subdividing… project deliverables into smaller, more manageable parts. Activities represent the effort needed to complete a work package.

Agile and the PMBOK® Guide Sixth Edition How should PMP®s respond?!

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Project Management Process Groups Initiating Planning Executing M & C Closing

Project Management Integration

Project Scope Management

Project Time Management

Project Cost Management

Project Quality

Management

Knowledge Areas

● Develop Project Charter

● Collect Requirements ● Define Scope ● Create WBS

● Define Activities ● Sequence Activities ● Estimate Activity Resources ● Estimate Activity Duration ● Develop Schedule

● Plan Quality

● Develop Project Management Plan

● Direct and Manage Project Execution

● Monitor and Control Project Work ● Perform Integrated Change Control

● Close Project or Phase

● Verify Scope ● Control Scope

● Control Schedule

● Estimate Cost ● Determine Budget

● Control Costs

● Perform Quality Assurance

● Perform Quality Control

Project Management Integration

● Develop Project Charter

● Develop Project Management Plan

● Direct and Manage Project Execution

● Monitor and Control Project Work ● Perform Integrated Change Control

● Close Project or Phase

Fact – Integration Management

•  Integration, in the context of managing a project, is making choices about where to concentrate resources and effort on any given day, anticipating potential issues, dealing with these issues before they become critical, and coordinating work for the overall project good.

— PMBOK® Guide, Third Edition

•  Integration management is a juggling act of trade-offs and coordination as part of balancing project execution and stakeholders’ expectations.

Agile and the PMBOK® Guide Sixth Edition How should PMP®s respond?!

Page 19: Agile, PMBOK Guide Sixth Edition and Your Future-PMBOK-6th---PMPs_Stenbeck.pdf · Agile / Scrum: Feature Structure Product Theme 1 Theme 2 Epic 1 Epic 2 Epic 3 Epic 4 Story 1 Story

Project Management Process Groups Initiating Planning Executing M & C Closing

Project Management Integration

Project Scope Management

Project Time Management

Project Cost Management

Project Quality

Management

Knowledge Areas

● Develop Project Charter

● Collect Requirements ● Define Scope ● Create WBS

● Define Activities ● Sequence Activities ● Estimate Activity Resources ● Estimate Activity Duration ● Develop Schedule

● Plan Quality

● Develop Project Management Plan

● Direct and Manage Project Execution

● Monitor and Control Project Work ● Perform Integrated Change Control

● Close Project or Phase

● Verify Scope ● Control Scope

● Control Schedule

● Estimate Cost ● Determine Budget

● Control Costs

● Perform Quality Assurance

● Perform Quality Control

Project Scope

Management

● Collect Requirements ● Define Scope ● Create WBS

● Verify Scope ● Control Scope

Fact – Scope Management

•  Project Scope Management includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully.

— PMBOK® Guide, Third Edition

Agile calls this concept “Barely Sufficient” meaning it is fully sufficient but not overly so (gold plating) and not insufficient (breach of contract).

Agile and the PMBOK® Guide Sixth Edition How should PMP®s respond?!

Page 20: Agile, PMBOK Guide Sixth Edition and Your Future-PMBOK-6th---PMPs_Stenbeck.pdf · Agile / Scrum: Feature Structure Product Theme 1 Theme 2 Epic 1 Epic 2 Epic 3 Epic 4 Story 1 Story

Project Management Process Groups Initiating Planning Executing M & C Closing

Project Management Integration

Project Scope Management

Project Time Management

Project Cost Management

Project Quality

Management

Knowledge Areas

● Develop Project Charter

● Collect Requirements ● Define Scope ● Create WBS

● Define Activities ● Sequence Activities ● Estimate Activity Resources ● Estimate Activity Duration ● Develop Schedule

● Plan Quality

● Develop Project Management Plan

● Direct and Manage Project Execution

● Monitor and Control Project Work ● Perform Integrated Change Control

● Close Project or Phase

● Verify Scope ● Control Scope

● Control Schedule

● Estimate Cost ● Determine Budget

● Control Costs

● Perform Quality Assurance

● Perform Quality Control

Project Time Management

● Define Activities ● Sequence Activities ● Estimate Activity

● Control Schedule

Fact – Time Management

•  Time management includes the processes required to accomplish timely completion of the project.

— PMBOK® Guide, Third Edition Using high-precision low-accuracy information to plan or predict dates sets a project up for failure. Agile manages time by calculating schedules instead of predicting them.

Agile and the PMBOK® Guide Sixth Edition How should PMP®s respond?!

Page 21: Agile, PMBOK Guide Sixth Edition and Your Future-PMBOK-6th---PMPs_Stenbeck.pdf · Agile / Scrum: Feature Structure Product Theme 1 Theme 2 Epic 1 Epic 2 Epic 3 Epic 4 Story 1 Story

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Agile and the PMBOK® Guide Sixth Edition How should PMP®s respond?!