Presented by: Compatible or Incompatible?mydlc.com/pmi-mn/PRES/2008C11_PMPvsScrumMaster… · · 2014-05-26Self managed teams Requirements ... Obstacles always there (issues, risk)

Copyright 2007 by Karen Little 1

Compatible or Incompatible?

Presented by:Karen Little, PMP, CSM, CBAP, ITIL, MCP, MBA

PMP vs. Scrum Master


Introductions

Background on Agile and SCRUM Methodologies

PMBOK – Quick Review

Comparisons

Conclusions

Agenda


30+ years in IT25+ years in managementProject Management Consultant with DigineerCertifications:

PMPScrum MasterCBAPITILMCP

PMI-MN Involvement:2007-2009 PMI-MN Board of Directors, PDD 2007 Chairperson, Assistant Web-master, 2007 Project of the Year judge

My Background


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Audience Background


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Key Project Manager Tasks


A mindset, a philosophy, a set of values

A different way to think about and execute projects

A set of processes and techniques that implement the above

Core focus:Deliver something that is of business value as quickly as possible

Built on trust, respect, collaboration – people focus

Agile Methodologies


SCRUM

XP (Xtreme Programming)

Crystal

DSDM (Dynamic Systems Development Method)

Adaptive Software Development

Feature Driven Development

Pragmatic Programming

Agile Methodologies


Origins go back to 1980’s

Began with an IT focus, but can be applied to non-IT areas

Grew out of the Rapid Application Development (RAD) movement

First named ‘Agile’:February 2001

Group of like-minded compatriots

Developed the Agile Manifesto

Agile History


We are uncovering better ways of developing software by doing it and helping others do it.

Through this work we have come to value:

Individuals and interactions over processes and tools Working software over comprehensive documentationCustomer 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.

Manifesto for Agile Software Development


Kent BeckMike BeedleArie van BennekumAlistair CockburnWard CunninghamMartin FowlerJames GrenningJim HighsmithAndrew HuntRon JeffriesJon KernBrian MarickRobert C. MartinSteve MellorKen SchwaberJeff SutherlandDave Thomas

© 2001, the above authorsthis declaration may be freely copied in any form, but only in its entirety through this notice.

Manifesto for Agile Software Development


Iterative and incremental

Adaptive feedback

Early delivery of business value

Close collaboration with business users

Self managed teams

Requirements prioritizationAlways address highest priority first

Detail requirements only when needed

Detail estimates only when needed

SCRUM Characteristics


RolesProduct OwnerScrum MasterTeamStakeholders

ArtifactsVision and GoalsBacklogs (product, release, sprint)Burndown chart (product, release, sprint)Working Software

Sprints

SCRUM Components


Time-boxed (2-4 weeks)

Sprint backlog

Daily Scrum MeetingsStand-up

15-20 minutes

Update burn down charts

QuestionsWhat did you do?

What are you going to do?

What are your obstacles?

Abnormal termination

Sprints


Shared Visions/GoalsRequirements/Features/Functions

Product backlogRelease(s)

Release planningRelease backlog

Sprint(s)Sprint planning

Sprit backlogSprint executionSprint review (i.e. demo)Sprint retrospective

Release implementation

SRUM Project Lifecycle


Team Building – work as a single unitCoordinate

Communicate

Coach

Facilitate

Remove obstacles

Shield team from distractions

Ensure process is followed

Role of the SCRUM Master


Only demo ‘done’ components – need to define what ‘done’means

Team determines who does what, members asks for help when needed

No network chart

Obstacles always there (issues, risk) – need to overcome – team finds ways to get over, around, under or thru

Generate a common understanding

No changes except at sprint breaks

Can terminate sprint abnormally

Daily scrum for team members – visitors are listeners only

Product backlog – not WBS, but Feature Breakdown Structure

Prioritizing non-functional requirements – user doesn’t care about, but needed

How it All Comes Together


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Concerns About Using Agile / SCRUM?


Project management best practices

What is tested on PMP exam

PMBOK


Initiation

Planning

Execution

Management and Control

Close out

PMBOK – Process Areas


Integration

Scope

Time

Cost

Quality

Risk

Human Resources

Communication

Procurement

PMBOK- Knowledge Areas


Project Charter

Project PlanWork Break Down Structure (WBS)

Schedule w/dependencies

Budget

Communications Plan

Human Resource Plan

Risk Plan

Procurement Plan

PMBOK - Deliverables


Change Control/Change Log

Accepted Deliverables/Acceptance Log

Risk Log

Issue Log

Lessons Learned

PMBOK - Deliverables


PMBOK:Principle: Provide the services and functions you are supposed to, and no more

Details:Define and baseline scope

Work Breakdown Structure (WBS)

Control scope changes

SCRUM Manifestation:Product backlog/Release backlog/Sprint backlog

Feature Breakdown Structure (FBS)

Frequent reprioritization

PMP vs. CSM: Scope


PMBOK:Principle: Finish the project by the agreed upon date

Details:Account for dependencies (network diagrams)

Establish and baseline schedule (detail estimates)

SCRUM Manifestation:Detail estimates – only in sprint backlog

Relative estimates for product and release

Assign features to releases and sprints based on relative size and priority

Delivered feature list is variable, not time

PMP vs. CSM: Schedule (Time)


PMBOK:Principle: Stay within the agreed upon dollars

Details:Establish and baseline project budget

Track actual costs against budget

SCRUM Manifestation:Relative estimates –Product and Release

Detail estimates - Sprint

Delivered feature list is variable, not cost

PMP vs. CSM: Budget (Cost)


PMBOK:Principle: Don’t let unexpected events derail the project

Details:Quality and quantify risks

Establish risk strategies

Monitor risks and implement strategies

SCRUM Manifestation:Modify backlogs to address risk through reprioritization, adding/deleting tasks

Can terminate a sprint abnormally

PMP vs. CSM: Risk


PMBOK:Principle: Produce a product that meets established quality standards

Details:Quality assurance

Quality control (inspections)

SCRUM Manifestation:Early and repeated feedback via sprint reviews

Sprint retrospectives (adaptive changes)

Self-managed teams

PMP vs. CSM: Quality


PMBOK: Principle: Tell people what they need to know

Details:Create and follow a communication plan

Formal and informal communication techniques

SCRUM Manifestation:Daily SCRUM meetings

Close collaboration with product owner

Co-location

Small teams

“SCRUM of SCRUMS”

PMP vs. CSM: Communication


PMBOK:Principle: Maintain a project environment supportive of the team’s needs

Details:Resource planning

Team building

Training

SCRUM Manifestation:Self-managed teams

Co-location

PMP vs. CSM: Human Resources


PMBOK:Principle: Work effectively with external suppliers

Details:Contract types

Contract closure

SCRUM Manifestation:Says nothing explicit about

PMP vs. CSM: Procurement


PMBOK:Principle: Only change what you are supposed to

Details:Formal approval of changes

Re-baseline plans when change approved

SCRUM Manifestation:Sprint and release backlogs are the change control documents (deltas)

PMP vs. CSM: Integration -Change


PMBOK:Principle: Make sure the project sponsor agrees you are done

Details:Walkthroughs

Formal approval of deliverables

SCRUM Manifestation:Sprint reviews


Risk Management

Resource Planning

Training Planning

Procurement

External communication beyond product owner

Formal sign-offs

- But doesn’t preclude the SCRUM Master from performing the above


Adaptive, not predictive Planning does occur

More levels of planning Detailed planning delayed until needed

More embracing of change

More control by the team members

More emphasis on coaching, mentoring


Scrum Master and PMP are compatible

Can perform all knowledge areas and process areas of PMBOK within SCRUM

Difference in manifestations of underlying principles (i.e. techniques used, deliverables produced)

SCRUM does not (generally) preclude the creation of the different PMBOK deliverables –it just doesn’t specifically require them

Conclusions


Certified SCRUM Master (CSM)Take a two day course from a Certified Scrum Trainer

Courses run around $1200

Certified SCRUM Practitioner (CSP)Have actively used SCRUM for one year

Questionnaire regarding real-world experience

Certified SCRUM Trainer (CST)Essay application + demo of training skills

Recommendation of a current CST

Yearly fees to retain certifications

SCRUM Certifications


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Questions


Web-Siteswww.agilealliance.com

www.scrumalliance.com

www.controlchaos.com

www.agiledata.org (Scott Ambler)

www.agilemodeling.org (Scott Ambler)

[email protected]

Documents

Presented by: Compatible or Incompatible?mydlc.com/pmi-mn/PRES/2008C11_PMPvsScrumMaster… · · 2014-05-26Self managed teams Requirements ... Obstacles always there (issues, risk)