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TRANSCRIPT
Copyright 2007 by Karen Little 1
Compatible or Incompatible?
Presented by:Karen Little, PMP, CSM, CBAP, ITIL, MCP, MBA
PMP vs. Scrum Master
Copyright 2007 by Karen Little 2
Introductions
Background on Agile and SCRUM Methodologies
PMBOK – Quick Review
Comparisons
Conclusions
Agenda
Copyright 2007 by Karen Little 3
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
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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
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SCRUM
XP (Xtreme Programming)
Crystal
DSDM (Dynamic Systems Development Method)
Adaptive Software Development
Feature Driven Development
Pragmatic Programming
Agile Methodologies
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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
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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
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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
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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
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RolesProduct OwnerScrum MasterTeamStakeholders
ArtifactsVision and GoalsBacklogs (product, release, sprint)Burndown chart (product, release, sprint)Working Software
Sprints
SCRUM Components
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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
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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
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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
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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?
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Project management best practices
What is tested on PMP exam
PMBOK
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Initiation
Planning
Execution
Management and Control
Close out
PMBOK – Process Areas
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Integration
Scope
Time
Cost
Quality
Risk
Human Resources
Communication
Procurement
PMBOK- Knowledge Areas
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Project Charter
Project PlanWork Break Down Structure (WBS)
Schedule w/dependencies
Budget
Communications Plan
Human Resource Plan
Risk Plan
Procurement Plan
PMBOK - Deliverables
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Change Control/Change Log
Accepted Deliverables/Acceptance Log
Risk Log
Issue Log
Lessons Learned
PMBOK - Deliverables
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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
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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)
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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)
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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
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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
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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
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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
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PMBOK:Principle: Work effectively with external suppliers
Details:Contract types
Contract closure
SCRUM Manifestation:Says nothing explicit about
PMP vs. CSM: Procurement
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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
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PMBOK:Principle: Make sure the project sponsor agrees you are done
Details:Walkthroughs
Formal approval of deliverables
SCRUM Manifestation:Sprint reviews
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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
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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
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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
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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
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Web-Siteswww.agilealliance.com
www.scrumalliance.com
www.controlchaos.com
www.agiledata.org (Scott Ambler)
www.agilemodeling.org (Scott Ambler)