Agile, PMBOK Guide Sixth Edition and Your Future History of the PMBOK® Guide Important highlights in the growth of the project management profession. Agile and the PMBOK® Guide Sixth

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.

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?!

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


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)



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.



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



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





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.



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

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!



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 …


Quick Comparison of Agile and Traditional

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



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



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



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

PROGRESSIVE ELABORATION


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…


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.


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







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.







Project Quality

Management

Knowledge Areas




● Plan Quality








● Control Costs



Project Scope

Management



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).







Project Quality

Management

Knowledge Areas




● Plan Quality








● Control Costs




● Define Activities ● Sequence Activities ● Estimate Activity


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.


GR8PM, Inc. Training � Coaching � Consulting

Traditional � Agile � Hybrid

Connect with John via email at: [email protected] and on Linked In too!

Ask for free Whitepapers on:

Goal Setting Situational Leadership Delegation Guidelines


Agile, PMBOK Guide Sixth Edition and Your Future History of the PMBOK® Guide Important highlights in the growth of the project management profession. Agile and the PMBOK® Guide Sixth

Documents