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Service Knowledge Result
PMBOK and Agile: Blending the Best of Both Worlds
Silvana Wasitova, PMP, CSM, CSP
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About me
Waterfall
Scrum2
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At
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Titre
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History of “Waterfall”
Waterfall ModelOriginated in manufacturing and construction industriesHighly structured physical environments => after-the-fact changes are prohibitively costly
1970: Winston Royce articleShowed waterfall as an example of a flawed,non-working model
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Winston Royce’s “Grandiose” Model
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“I believe in this concept, but the implementation is risky and invites failure.”
Winston W. Royce, “Managing the development of large software systems”, Aug 1970
“Single Pass” phased model to cope with US DoD regulatory requirements
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Minimize errors
BDUF
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Winston Royce’s Recommendation
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Iterations between phases, hopefully confined to successive steps
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Winston Royce’s “Problem” Model
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Problem:Testing phase, at the end of Development cycle, is the first time the integrated components are “experienced”.
Failure may require a major redesign, or modifying the requirements.
Can expect up to 100% schedule and/or cost overrun.
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History of PMBOK
1969: PMI established, foremost advocate for the project management profession
1987: First PMBOKEstablished a standard and a lexiconIntroduced formal planning & control
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PMBOK Processes
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Scrum Framework: Summary
Product Owner
Team
Scrum Master
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3 Roles(Who)
5 Practices(How)
4 Artifacts(What)
Product Backlog
Sprint Backlog
Potentially Shippable Product
Burn-down Chart
Product Planning
Sprint Planning
Daily Standup (Scrum)
Sprint Review
Sprint Retrospective
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Times are changing
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xkcd.com Randall Munroe, 2007
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The Agile Manifesto - 2001
We are uncovering better ways of developing software.
Through this work we have come to value:
Working software over comprehensive documentation Individuals and interactions over processes and tools 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.
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Waterfall, Agile and Scrum: Characteristics
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Waterfall Agile : Iterative Development
RUP DSDM
Upfront, Detailed
Emergent Design
Linear hand-offs: Dev then QA
Cross-functional & collaborative: Dev & QA
Formal process, implemented at end
Welcomed, prioritized vs. backlog
At beginning and at delivery Throughout cycle
Scrum• Daily “standup” status checks ≤
15mins• Delivery rhythm in iterations (Sprints)• Demo & Retrospective at end of ea.
Sprint Continuous Improvement
XP: eXtreme Programming
• Automated Tests• Pair Programming• Automated / Continuous Builds• TDD: Test-Driven Development• Continuous Deployment
Teamwork
Change Requests
Customer / User Involvement
Specifications
Scrum is the most popular Agile method: 74% of Agile practitioners (2009)
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© Silvana Wasitova
Scrum vs. Waterfall: Time To Market
Develop & QASpec
Develop & QASpec
Scrum
Waterfall
12 weeks3-6 wks
y wks
9 weeks3 months
6-10 months
CollaborativeResults-Oriented
3 MONTHS
x wks
Updates
Sequential Process-Oriented
6-10 MONTHS
Faster Time to Market Higher Quality Satisfied Customer
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Ref: Jim Johnson, Chairman of Standish Group, quoted in 2006 in: http://www.infoq.com/articles/Interview-Johnson-Standish-CHAOSSample: government and commercial organizations, no vendors, suppliers or consultants
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Rarely19%
Never45%
Always7%
Often13%
Sometimes16%
64% implemented features are rarely or never used
Focusing on customer needs ensures:
the right features are builtnot wasting effort (and resources) on features that are not needed
While the figures may vary by company, principle remains:Only build the features that the client/users need
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Building the
wrong thing!
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The biggest danger in Project and Product Management:
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Scrum vs. Waterfall
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Waterfall Scrum
Freezes scope, estimates schedule
At beginning and end
Build “everything in the specs”
Design all features up front
Linear path across phases
“Big Bang” at end
Separate phase, after development
High
Defined up front, rigid
Up front and exhaustive
At phase-handoffs
Approach
Client Involvement
Scope
Design
Development
Delivery
Testing
Cost of Change
Requirements
Documentation
Team Communication
Freezes schedule, estimates scope
Frequent collaboration
Build what client really needs, by priority
Emergent design of few features per iteration
Iterative, incorporate learning
Frequent, small increments
Continuous functional & unit testing inside iterations
Allow changes up to “last responsible moment”
Low
Document only what is built, as needed
Continuous, cross-functional
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Project Management: Agile vs. Waterfall approach
Waterfall Agile
Project Manager
Delineated
Separated
By Project Manager
Defined up-front, signed-of
Detailed plans upfront
Not welcome
Work Assignment
Responsibilities
Task Ownership
Status reports
Requirements
Plans
Changes
Self-organizing team
Shared
Shared: all for one, one for all
Transparency, shared knowledge
High level, detailed in collaborations
Evolutionary planning
Allow changes up to “last responsible moment”,prioritized
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Agile practices are aligned with PMBOK process groups: initiating, planning, executing, monitoring, controlling, closing
In each iteration:Planning, executing, monitoring, controllingManage: Scope, time, cost and quality
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SURPRISE!
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Fundamental Difference
Changing requirements ≠
Scope creep
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Cone of Uncertainty
Boehm. 1981
PMBoK Estimation variances:
Order of magnitude: +75% to -25%
Budgetary estimate:+25% to -10%
Definitive estimate: +10% to -5%
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PMBOK Strengths
Process orientedClear project kickoff & administrative initiationEnumeration of stakeholders, formalized communication planMore explicitly calls for cost managementOutlines risk management approach: identification, qualitative and quantitative analysis, response planning
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Agile Strengths
Empowered, self-organizing team
Collaboration, cross-fertilization, shared responsibilities & commitments
Allows for adjustments and learnings produce a better results
Risk management
smaller units of work more accurate
Frequent checks fewer surprises & delays
Welcomes voice of the customer
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Agile deals with
•Specifications will never be fully understoodZiv’s Law:
•The user will never be sure of what they want until they see the system in production (if then)
Humphrey’s Law:
•An interactive system can never be fully specified, nor can it ever be fully tested
Wegner’s Lemma:
•Software evolves more rapidly as it approaches chaotic regions (without spilling into chaos)
Langdon’s Lemma:
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Agile Solutions to Common Problems
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Why Scrum Works
1.Close collaboration with client or proxybetter solutionbetter buy-in, increased satisfaction
2.Transparency through daily reviews: early visibility of issuesearly resolution risk reduction
3.LEAN ‘flow’: frequently delivering business value in small increments
4.Eliminate waste, focus on highest priorities5. Inspect, adapt, improve: in each iteration
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Use the right tool for the job
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Decision Criteria: Scrum vs. Waterfall
Criteria Scrum Candidate Waterfall Candidate
What To Build or How to Build it
Iterate to clarify direction / details
Both are known
Market or User Feedback and Involvement
Want Market/User input
to improve usability
User/Market input not needed
Time to Market vs. Feature
ContentFlexible about Scope Flexible about Time
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Collaborate with clients and users
Many mistakes are avoidable
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Scrum Adoption at
Ref: http://agilesoftwaredevelopment.com/blog/artem/lessons-yahoos-scrum-adoption
VP of Product Development experimented with scrum in 2004Senior§ Director of Agile Development started in 2005In 2008:
3 coaches, each coaching approx. 10 scrum teams/year200 scrum teams world wide, of about 1500+ employees
Results in 2008:Average Team Velocity increase estimated at +35% / year,in some cases 300% - 400%
Development cost reduction over USD 1 million / yearROI on transition and trainings about 100% in first year
Note: 15-20% of people consistently DID NOT like Scrum
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We get the expected benefits: time, scope, quality
Delivering what was promised and expected
Right quality, right scope, within agreed time
Scope Flexibility: low overhead for change management
Working with users allowed to quickly improve the product features
QA up-front involvement (and within sprints) results in better product quality & smoother Quality Control
Client: higher level of involvement and time commitment, higher satisfaction
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General Lessons Learned
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PMI Agile Certification
Wonderful development, recognition of real needAvailable May 2011Like PMP, requires experience:o 1,500 hours working in Agile project teams
(any role) or in Agile methodologies in last 2 yrso 2,000 hours general PM experience in last 5 yrs
(or PMP)o 21 hours Training in Agile project management
topics
More info: http://www.pmi.org/en/Agile/Agile-Certification-Eligibility-Requirements.aspx
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The Project Manager’s Role
Find the right path
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Act at the right time
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Stay relevant
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Work as a Team
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It does not have to hurt
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It’s a brave new world out there
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Silvana Wasitova, PMP, CSM, CSP
Vevey,[email protected]
+41 79 558 05 09slideshare.com/wasitova
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References
• Jeff Sutherland’s blog - http://scrum.jeffsutherland.com/ • “The New New Product Development Game” Takeuchi and Nonaka. Harvard
Business Review, January 1986• “The PMBOK and Agile: Friends or Foes?”, Mary Gerush and Dave West,
Forrester 2009• “Five Myths of Agile Development”, Robert Holler, VersionOne, 2006\• Winston W. Royce, “Managing the development of large software systems”, Aug
1970http://www.valucon.de/documents/managing_softwareprojects.pdf
• “Diagnosing and Changing Organizational Culture”, Cameron and Quinn, 2006• “Living with Complexity”, Norman, Donald (2011), Cambridge, MA: MIT Press• “Leading Change”, John Kotter• http://www.stickyminds.com/pop_print.asp?ObjectId=10365&ObjectType=COL• “Project Management Body of Knowledge” (PMBOK), 2004• http://agile101.net/2009/08/18/agile-estimation-and-the-cone-of-uncertainty/ • http://www.mountaingoatsoftware.com• http://www.agilealliance.org • http://www.c-spin.net/2009/cspin20090204AgileTransformationAtBorland.pdf• Primavera – PMISV presentation by Bob Schatz, Primavera VP of Development,
2005• Why Agile Works
http://www.slideshare.net/yourpmpartner/agile-secrets-revealed-whitepaper
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