PMBOK and Scrum: Best of both worlds

Service Knowledge Result

PMBOK and Agile: Blending the Best of Both Worlds

Silvana Wasitova, PMP, CSM, CSP

About me

Waterfall

Scrum2

At

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Titre

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


http://upload.wikimedia.org/wikipedia/en/e/e2/Waterfall_model.svg

Winston Royce’s “Grandiose” Model


“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

Minimize errors

BDUF


Winston Royce’s Recommendation


Iterations between phases, hopefully confined to successive steps

Winston Royce’s “Problem” Model


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.

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

Scrum Framework: Summary

Product Owner

Team

Scrum Master


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

Times are changing

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Page #

xkcd.com Randall Munroe, 2007


http://xkcd.com/

http://ccc.georgkolb.com/wp-content/uploads/2008/07/map-of-online-communities-xkcd.jpg

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.


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

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


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

http://www.infoq.com/articles/Interview-Johnson-Standish-CHAOS

Building the

wrong thing!

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The biggest danger in Project and Product Management:

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Scrum vs. Waterfall

20© Itecor all rights reserved

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


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


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


SURPRISE!

Fundamental Difference

Changing requirements ≠

Scope creep


Cone of Uncertainty

Boehm. 1981

PMBoK Estimation variances:

Order of magnitude: +75% to -25%

Budgetary estimate:+25% to -10%

Definitive estimate: +10% to -5%



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


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


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:


Agile Solutions to Common Problems


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

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


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


http://agilesoftwaredevelopment.com/blog/artem/lessons-yahoos-scrum-adoption

http://agilesoftwaredevelopment.com/blog/artem/lessons-yahoos-scrum-adoption

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


General Lessons Learned

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


The Project Manager’s Role

Find the right path


Act at the right time


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Stay relevant

Work as a Team


It does not have to hurt


It’s a brave new world out there


Silvana Wasitova, PMP, CSM, CSP

Vevey,[email protected]

+41 79 558 05 09slideshare.com/wasitova


mailto:[email protected]

http://scrumalliance.org/

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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


http://scrum.jeffsutherland.com/

http://www.valucon.de/documents/managing_softwareprojects.pdf

http://www.stickyminds.com/pop_print.asp?ObjectId=10365&ObjectType=COL

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

http://www.slideshare.net/yourpmpartner/agile-secrets-revealed-whitepaper