PMI-SWVA - Agile, PMBOK 6th &amp PMPs - Stenbeck

GR8PM
Traditional Agile Hybrid

Training Coaching Consulting
Agile, PMBOK Guide Sixth Edition

and Your Future
How should PMPs interpret and respond to
such huge changes?!
The PMI Registered Education Provider logo is a registered mark

of the Project Management Institute, Inc.
Copyright, GR8PM, 2016, all rights reserved.

Agile and the PMBOK Guide Sixth Edition
How should PMPs respond?!
KEY QUESTION
What makes the PMBOK Guide Sixth Edition

coming out in January so important?
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 is bigger than PgMP + PfMP + PMI-SP + PMI-RMP + PMI-BA!
PMI-ACP =
12,000+
Quick Comparison of Agile and Traditional

We Value
Individuals and Interactions over Processes and Tools
Working Software over Comprehensive Documentation
Customer Collaboration over Contract Negotiation
Responding to Change over Following a Plan
We Would Add not a


Traditional: Agile / Scrum:
Graphical WBS Feature Structure
Objective Product
Phase 1 Phase 2 Theme 1 Theme 2
Work Work Work Work

Package 1 Package 2 Package 1 Package 2
Epic 1 Epic 2 Epic 3 Epic 4
Story Story Story

Activity 1 Activity 2 Activity 3
1 2 3
Task 1 Task 2 Task 3 Task 1 Task 2 Task 3


Definitions are completely arbitrary logical devices.
PMBOK: AGILE: DEFINITION:

1. Objective 1. Product 1. Business-level Full Function Vision
2. Phase 2. Theme 2. What a User Class wants to see or
. . experience (Sub-function; End-to-
. . end workflow)
3. Work Pkg. 3. Epic 3. What a User will do and the result(s)
. . they will see
4. Activity 4. Story 4. Workflow component in User words
5. Task 5. Task 5. Technical job plus acceptance
criteria

Taxonomy for Traditional vs. Agile Roles
Traditional: Agile / Scrum:
Stakeholders & Sponsor Stakeholders & Sponsor
Program or Sr. Project Manager Product Owner
Jr. PM or Team Lead Scrum Master
Team and SMEs Team and SMEs
Everybody else Everybody else

Do most PMPs have 1,500 hours of Agile?
PROGRESSIVE
ELABORATION
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
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.
Knowledge Project Management Process Groups
Areas Initiating Planning Executing M&C Closing
Develop Project Develop Project Direct and Manage Monitor and Close Project or
Project Charter Management Plan Project Execution Control Project Work Phase
Management Develop Develop Direct and
Perform Integrated Monitor and Close Project
Change Control
Integration Project Charter Project Manage Project Control Project or Phase
Project Management Execution Work
Collect Verify Scope
Management Requirements Plan Control Scope Perform
Integration
Project Scope Define Scope
Create WBS
Integrated
Management Change Control
Fact Integration Management
Define Activities Control Schedule
Integration, in the context of managing a project, is making

Sequence
Activities
Estimate Activity
choices about where to concentrate resources and effort on any

Resources
Project Time Estimate Activity
Management Duration
given day, anticipating potential issues, dealing with these

Develop Schedule
issues before they become critical, and coordinating work for

Estimate Cost Control Costs
Project Cost the overall project good.

Determine Budget
Management
PMBOK Guide, Third Edition
Plan Quality Perform Quality Perform Quality
Assurance Control

Project
Quality
Integration management is a juggling act of trade-offs and
Management
coordination as part of balancing project execution and
stakeholders expectations.
Management Collect Verify
Perform Integrated
Change Control
Integration Requirements Scope
Project Define Control
Collect Verify Scope
Scope Scope
Requirements Control ScopeScope
Management
Project Scope Create
Define Scope
Create WBS
Management WBS
Fact Scope Management

Sequence
Project Scope Management includes the processes

Activities
Estimate Activity
Resources
Project Time
Management required to ensure that the project includes all the work
Estimate Activity
Duration
Develop Schedule
required, and only the work required, to complete the

project successfully.
Estimate Cost
Determine Budget
Control Costs
Project Cost
Management PMBOK Guide, Third Edition
Project Agile calls this concept Barely Sufficient meaning it is

Assurance Control
Quality
Management fully sufficient but not overly so (gold plating) and not
insufficient (breach of contract).
Management Define Control
Perform Integrated
Change Control
Integration Activities Schedule
Sequence
Project Time Collect Verify Scope
Management Activities
Requirements Control Scope
Project Scope Estimate
Define Scope
Create WBS
Management Activity
Fact Time Management

Sequence
Time management includes the processes required to

Activities
Estimate Activity
Resources
Project Time
Management accomplish timely completion of the project.
Estimate Activity
Duration
Develop Schedule
PMBOK Guide, Third Edition

Estimate Cost Control Costs
Determine Budget
Project Cost
Management Using high-precision low-accuracy information to plan or
predict dates sets a project up for failure. Agile manages
Project time by calculating schedules instead of predicting them.

Assurance Control
Quality
Management
GR8PM, Inc.
Training Coaching Consulting
Traditional Agile Hybrid
Connect with John via email at:

jstenbeck@gr8pm.com
and on Linked In too!
Ask for free Whitepapers on:

Goal Setting
Situational Leadership
Delegation Guidelines

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GR8PM

Traditional Agile Hybrid

Agile, PMBOK Guide Sixth Edition

The PMI Registered Education Provider logo is a registered mark

Copyright, GR8PM, 2016, all rights reserved.

What makes the PMBOK Guide Sixth Edition

Quick History of the PMBOK Guide

1969: PMI is founded.

Quick History of the PMBOK Guide

1984: ESA Baseline Report moves the PMI Board

1987: The Project Management Body of Knowledge

Quick History of the PMBOK Guide

1991: Project to update the standard begins.

Quick History of the PMBOK Guide

2004: PMBOK Guide, Third Edition is published

Quick History of the PMBOK Guide

Quick History of the PMBOK Guide

2017: PMBOK Guide, Sixth Edition

Quick History of the PMBOK Guide

Also worth noting:

Quick History of the PMBOK Guide

PMI-ACP surpassed 10,000 certification holders in November 2015

Quick Comparison of Agile and Traditional

We Would Add not a

Quick Comparison of Agile and Traditional

Phase 1 Phase 2 Theme 1 Theme 2

Work Work Work Work

Story Story Story

Task 1 Task 2 Task 3 Task 1 Task 2 Task 3

Quick Comparison of Agile and Traditional

PMBOK: AGILE: DEFINITION:

Quick Comparison of Agile and Traditional

Program or Sr. Project Manager Product Owner

Jr. PM or Team Lead Scrum Master

Team and SMEs Team and SMEs

Everybody else Everybody else

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

Project Cost the overall project good.

Fact Scope Management

Project Scope Management includes the processes

required, and only the work required, to complete the

Project Agile calls this concept Barely Sufficient meaning it is

Fact Time Management

Time management includes the processes required to

PMBOK Guide, Third Edition

Project time by calculating schedules instead of predicting them.

Connect with John via email at:

Ask for free Whitepapers on:

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