PMBOK versus SCRUM Mastery

Points of conversion, points of divergence Session TMG01

Timothy J Briscoe, PMP, Senior Project Manager Technology Richard L Staikoff, PMP, Senior Project Manager

Agenda PMBOK versus SCRUM Mastery

1. 1.Organizational Organizationalcontext context our ourstory story 2. 2.Framework: Framework:PMBOK PMBOKversus versusSCRUM SCRUM 3. 3.Points Pointsof ofConvergence Convergence 4. 4.Points Pointsof ofDivergence Divergence 5. 5.Lessons LessonsLearned Learned

1. 1.Organizational Organizationalcontext context our ourstory story

Traditional / Conservative IT shop
Financial Services industry Heavy emphasis on control, audit, security & privacy Significant growth through acquisition and expansion Emerging customer-oriented competitive gap led to quality and responsiveness gap i.e. our internal customers were dissatisfied with our time-to-market and solution quality

New CIO brings on new change agent who

Emphasizes that we arent performing competitively because; our methods are prescriptive, slow and emphasize process over product Mandates that old (RUP) processes, tools & techniques are no longer required Emphasizes I wont tell you what to do our how to get it done you figure it out Introduces SCRUM through presentations, workshops, and certification classes Re-organizes PM Center of Excellence to emphasize change-agency versus process training & compliance.

We all begin experimenting with SCRUM

Converting over to Sprints, Backlogs and developer-driven processes Integrating SCRUM tools with our project planning and reporting instruments Building pods where teams can co-locate and which facilitate collaboration

2. 2.Framework: Framework:PMBOK PMBOKversus versusSCRUM SCRUM

PMBOK addresses The whole domain of PM discipline

Integration, Scope

Procurement

Risk

PMBOK
SCRUM Time, Cost, Quality SCRUM addresses only some aspects of the domains of Scope, Time & communications

Communication

2. 2.Framework: Framework:PMBOK PMBOKversus versusSCRUM SCRUM

PMBOKs framework is process groups and encompasses a more complete project management discipline. SCRUMs framework is the sprint and focuses on software delivery activities

3. 3.Points Pointsof ofConvergence Convergence

Product Breakdown Structure Both PMBOK and SCRUM organize the product hierarchically

PMBOK uses a PBS and SCRUM uses a backlog

SCRUM Product Backlog

3. 3.Points Pointsof ofConvergence Convergence

Work Breakdown Structure

Both PMBOK and SCRUM organize work by tasks, activities and to-dos
0.0 Comments Resource Hrs of Effort 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 Day 1 Day 2 Day 3 Day 4 Day 5 Day 6 Day 7 Day 8 7/5 7/6 7/7 7/10 7/11 7/12 7/13 7/14

Sprint 5: June 5 to August 4 Priority Item # 0 1 Item XXX and DB2 and XXX Create a document (roadmap) with all manual procedures Design Review Testing support for web methods Create test scripts & regression testing & Keying Documentation Weekly Project Team Meetings & Test planning DBA - tuning and performance Issue and defect analysis & resolution MQ path for FTP Additional Functionality to automatically enable XXX MQM write when transaction catch up has completed create load test data to support wm Create a document (roadmap) with all manual procedures System and QV Testing XXX Documentation Peregrine / Implementation Design Review for XXX create load test data to support wm 3 1 Siebel Desktop Not this sprint confirm with confirm with confirm with confirm with confirm with

10 6 20 90 5 12 20 15 6 5 10 6 60 10 10

10 6 20 90 5 12 20 15 6 5 10 6 60 10 10

10 6 20 90 5 12 20 15 6 5 10 6 60 10 10 10 10

10 6 20 90 5 12 20 15 6 5 10 6 60 10 10 10 10

10 6 20 90 5 12 20 15 6 5 10 6 60 10 10 10 10

10 6 20 90 5 12 20 15 6 5 10 6 60 10 10 10 10

10 6 20 90 5 12 20 15 6 5 10 6 60 10 10 10 10

10 6 20 90 5 12 20 15 6 5 10 6 60 10 10 10 10

10 6 20 90 5 12 20 15 6 5 10 6 60 10 10 10 10

PMBOK uses a WBS and SCRUM uses a backlog

SCRUM Sprint Backlog

10 10 10 10

0.0

0.0

0.0

0.0

0.0

0.0

0.0

0.0

3. 3.Points Pointsof ofConvergence Convergence

180 160 140 120 100 80 60 40 20 0 5/9/2006 6/6/2006 7/4/2006 5/23/2006 6/20/2006 7/18/2006 8/1/2006 8/15/2006 8/29/2006 9/12/2006 9/26/2006 Planned Tasks Completed Tasks

Task Complete Graph

Both PMBOK and SCRUM track task completed progress

500 450 400

PMBOK uses WBS approach and SCRUM uses a task burn-down chart.

350 300 250 200 150 100 50 0 1 -50 Days 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23

Hours

SCRUM Sprint Burndown Graph

Sprint 5 Burn Even Burn

4. 4.Points Pointsof ofDivergence Divergence PMBOK

applies to all industries & lifecycles

SCRUM
Applies only to some Software development projects mandates SCRUM lifecycle mandates 30 day sprints no Contract management no Risk Identification Mandates Agile-oriented ones (XP. ASD. FDD. Etc.)

does not mandate any one approach to delivering PM services identifies PM disciplines missing in SCRUM does not prefer one SDLC over any other

5. 5.Lessons LessonsLearned Learned

PMBOK and Agile / SCRUM are NOT diametrically opposed Agiles emphasis on individuals and interactions, working software, and customer collaboration is completely consistent with PMBOK and was already in place for most of our projects SCRUM masterys focus on coaching, cheerleading, obstacle removing and enabling the team to perform is highly useful and effective in building a high-performance work environment and team Traditional project management with its associated PM work products, check points, focus on the end-goal and how to get there, and strong communications capabilities are still valued by management and the project team alike Together, traditional PM disciplines and newly emerging software development techniques like Agile / SCRUM can help us bring in our software development projects more quickly, with greater client satisfaction and often at a lower cost PMBOK and Agile / SCRUM can be effectively integrated to better deliver on our software development project commitments

Next NextSteps Steps

1. Read about SCRUM, Agile and agile SDLC techniques 2. Look internally at your own disciplines, processes, tools & techniques Are they adequate for your needs? 3. Look at your IT culture, business context and resources Can they adapt and adopt? 4. Find an ideal candidate project and an ideal team Co-locate and isolate a seed team and have them run a small project using SCRUM / Agile to the extent they can. (Make it a skunk works). 5. Evolve towards SCRUM / Agile when and where it works Start in one small area and a few projects first and build. 6. Get an executive champion who will truly defend, promote and protect Youll need political and economic coin to spend. 7. Avoid forcing SCRUM / Agile where it doesnt fit and/or wont work Its not for all projects, all teams or all organizations.

Further FurtherReading Reading

Scrum Development Process - http://www.controlchaos.com/ Scrum (management) - http://en.wikipedia.org/wiki/Scrum_(management) About Scrum Overview - http://www.controlchaos.com/about/ Scrum Alliance: Scrum Alliance - http://www.scrumalliance.org/ The New Methodology http://www.martinfowler.com/articles/newMethodology.html Scrum Log Jeff Sutherland - http://jeffsutherland.com/scrum/ Agile Software Development with SCRUM: Ken Schwaber http://www.amazon.com/exec/obidos/tg/detail/-/0130676349 RUP in the dialogue with Scrum- http://www128.ibm.com/developerworks/rational/library/feb05/krebs/index.html Scrum white paper - http://jeffsutherland.com/oopsla/schwapub.pdf Scrum Process - http://c2.com/cgi/wiki?ScrumProcess Scrum - extreme programming - xp agile development -http://www.scrum.dk/

Questions Questions& &Discussion? Discussion?

Contact Information
Timothy J Briscoe, PMP, Senior Project Manager Technology Richard L Staikoff, PMP, Senior Project Manager Phone Contact Email Session #TMG01