PMI and Scrum - bridging the gap Presentation for PMI members and Agilists in Montevideo, Uruguay, introducing commonalities between Project Management and Agile approaches.

1. PMI & Scrum:
Bridging The Gap
Silvana Wasitova, PMP, CSP
Agile & Scrum Coach & Trainer
Montevideo, March 2015

2. 2

3. About me
Waterfall
3
Scrum

4. www.pmisv.org

5. http://www.projectcartoon.com/
5

6. History of “Waterfall”
Waterfall Model
Originated in manufacturing
and construction industries
Highly structured physical environments
=> after-the-fact changes are
prohibitively costly
1970: Winston Royce article
Showed waterfall as an example of a flawed,
non-working model

7. 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

8. Winston Royce’s Recommendation
Iterations between phases, hopefully
confined to successive steps

9. 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.

10. History of PMBOK
1969: PMI established,
foremost advocate for the
project management profession
1987: First PMBOK
Established a standard and a lexicon
Introduced formal planning & control

11. PMBOK Processes

12. Times are changing
12
Page #

13. xkcd.com Randall Munroe, 2007

14. Rolland Garros
February
Yahoo-Eurosport: 2008 Event Schedule
January April May JuneMarch
Rugby 6 Nations Wimbledon
TDF
Euro
Paris-Dakar Tour de France
Moto GP
Golf, Athletics, Cycling
Basketball
Boxing
Horse Racing
Hockey, etc
FOOT:
Olympic Games qualifiers
World Cup qualifiers
27-Mar-15
14

15. Scrum Adoption at
Source: Gabrielle Benefield http://agilesoftwaredevelopment.com/blog/artem/lessons-yahoos-scrum-adoption
• 2004: One person experimented with scrum
• 2005: VP of Product Development hired Senior Director of Agile Development
• 2008:
3 coaches, each coaching approx. 10 scrum teams/year
200 scrum teams world wide, total approx. 1500+ employees
• Results in 2008:
Average Team Velocity increase estimated at +35% / year,
in some cases 300% - 400%
Development cost reduction of over USD 1 million / year
ROI on transition and trainings about 100% in first year
• Note: In first three years, 15-20% of people consistently DID NOT like Scrum

16. © Silvana Wasitova
Scrum vs. Waterfall: Time To Market
Develop & QASpec
Develop & QA
Spec
Scrum
Waterfall
12 weeks 3-6 wks
y wks
9 weeks
3 months
6-10 months
Collaborative
Results-Oriented
3 MONTHS
x wks
Updates
Sequential
Process-Oriented
6-10 MONTHS
 Faster Time to Market
 Higher Quality
 Satisfied Customer

17. 64% implemented features are
rarely or never used
Ref: Jim Johnson, Chairman of Standish Group, quoted in 2006 in:
http://www.infoq.com/articles/Interview-Johnson-Standish-CHAOS
Sample: government and commercial organizations, no vendors, suppliers or consultants
Rarely
19%
Never
45%
Always
7%
Often
13%
Sometimes
16%

18. Building
the
wrong
thing!
Page #
The biggest danger in
Project and Product
Management:

19. Scrum vs. Waterfall
19© 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

20. 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

21. Delivering Business Value
21
BusinessValue
Scrum
Timedeliver business value in
ea iteration: Dev, QA,
docs, integration test
Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5
deliver business value all at once
Scope Definition Develop DeploySpecs QA Regression
Waterfall
ROI
ROI

22. Delivering Business Value
22
BusinessValue
Scrum
Time
Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5
Scope Definition Develop DeploySpecs QA Regression
Waterfall

23. Business Value: Risk
23
BusinessValue
Scrum
Time
Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5

24. Business Value: Risk
24
BusinessValue
Scrum
Time
Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5
Scope Definition Develop DeploySpecs QA Regression
Waterfall

25. Waterfall, Agile and Scrum: Characteristics
When is a project a “Scrum Project” and when is it not?
27-Mar-15 25
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)

26. Agile practices are aligned with PMBOK process
groups: initiating, planning, executing,
monitoring, controlling, closing
In each iteration:
Planning, executing,
monitoring, controlling
Manage: Scope, time,
cost and quality
SURPRISE!

27. Fundamental Difference

28. Cone of Uncertainty
Boehm. 1981
PMBoK Estimation variances:
Order of magnitude:
+75% to -25%
Budgetary estimate:
+25% to -10%
Definitive estimate:
+10% to -5%

29. https://speakerdeck.com/lfittl/we-built-it-and-they-didnt-come
Risk Management

30. Agile Philosophy
 Adapt to changing requirements throughout dev. cycle
 Stress collaboration between developers and customers
 Early product delivery
 Strip-off non-essential activities & artifacts
 Transparency: daily standup
 Regular reviews with Client/Product Owner
 Continuous improvement via Retrospectives
30

31. PMBOK Strengths
Process oriented
Clear project kickoff & administrative initiation
Enumeration of stakeholders,
formalized communication plan
More explicitly calls for cost management
Outlines risk management approach:
identification, qualitative and quantitative
analysis, response planning

32. 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

33. 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:

34. Agile Solutions to Common Problems

35. Use the right tool for the job

36. 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 Content
Flexible about Scope Flexible about Time

37. Collaborate with clients and users
Many mistakes are avoidable

38. PMI ACP - Agile Certified Practitioner
Wonderful development, recognition of real need
Available May 2011
Like PMP, requires experience:
o 1,500 hours working in Agile project teams
(any role) or in Agile methodologies in last 2 yrs
o 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

39. Project Manager:
Find the right path

40. Right
Timing

41. 41
Stay
relevant

42. Teamwork
42

43. It does not have to hurt

44. It’s a brave new world:
COURAGE

45. Silvana Wasitova, PMP, CSM, CSP
Vevey,Switzerland
s.wasitova@itecor.com
+41 79 558 05 09
slideshare.com/wasitova
45 © Itecor all rights reserved

46. 46
THANK YOU!