GR8PM

Traditional  Agile  Hybrid

Training Ÿ Coaching Ÿ Consulting

Fundamentals of Agile PM

1
Copyright, GR8PM, 2013, all rights reserved.

Agile PM 101
Seminar Overview

Module 3
Module 1 Module 2
EXECUTE &
METHODOLOGIES PLAN & ESTIMATE:
CONTROL:
& FRAMEWORKS: Why, When, and How
Tools, Techniques and
Agile vs. Traditional To Do It
Case Study Exercise

Module 4
ENTERPRISE Module 5
ADOPTION: TIPS & TRICKS:
How To “On-Board” The Rest of the Story
Agile Pilot Projects

1  
Introduction:
John Stenbeck, PMP, PMI-ACP, CSM, CSP
!   Sr. PM Consultant for client-side
ERP implementations
!   Experience in Accounting, IT,
Aerospace, Construction, and
Manufacturing
!   Train technical professionals in Aerospace,
Defense, High Technology, Financial Services,
Bio-medical and Life-science fields
!   Adjunct instructor at the University of
California San Diego (UCSD) 3

Introduction:
John Stenbeck, PMP, PMI-ACP, CSM, CSP
!   Featured speaker at HP’s National Conference
(2002), Oracle’s Annual Conference (2003), and
PeopleSoft’s International Conference (2004).
!   One project reached the Federal Supreme Court.
!   Front page feature in the San Diego Union and
LA Times; Guest on Oprah and the Today Show.
!   Past President and VP of Prof. Dev. for PMI-SD

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GR8PM Introduction:
!   PMP® and PMI-ACP® Exam Prep classes
!   Scrum Master Certification classes
!   Corporate On-site seminars:
!   Command Course in Agile Project Management
!   Project Management Boot Camp
!   Crash Course in Leadership
!   Masters Course in Estimating and Risk Management
!   Organizational Support Services:
!   Agile Enterprise Roll-out Consulting
!   Contract Project Managers
5

GR8PM Introduction:
Partial List of Past Clients
!   Booz Allen Hamilton, Inc., McLean, VA
!   Guinness Bass Import Company, Greenwich, CT
!   Lucent Technologies – Bell Labs, Allentown, PA
!   Nike Corp., Beaverton, OR
!   Oracle Corp., Redwood Shores, CA
!   Orange County Public Works, Orange, CA
!   Qualcomm Inc., San Diego, CA
!   U.S. Army – Space & Terrestrial Comms., Fort Monmouth, NJ
!   U.S.D.A. – National Finance Center, New Orleans, LA
!   Visa – Smart Cards, Foster City, CA
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GR8PM
Traditional  Agile  Hybrid
Training Ÿ Coaching Ÿ Consulting

Fundamentals of Agile PM:

Module 1:
METHODOLOGIES & FRAMEWORKS

Agile PM 101 – Best Practices:

Module 1: METHODOLOGIES & FRAMEWORKS

Introduction: Simple Example

Scenario: You + 3 Friends hold a dinner party.
Project Objective: Successful party, and still be friends!
Cross-functional Team: Each a specialist in either Cocktails, or
Appetizers, or Entrees, or Desserts.
Deadline & Constraints: Friday night ; Budget (so no hired Labor),
Mutual Accountability, and Integration.

Sprint 1: Planning and Shopping.

Sprint 2: Preparation and Greeting.
Sprint 3: Dinner and Conversation.
Sprint 4: Dessert and Good-byes.
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Agile PM 101 – Best Practices:
Module 1: METHODOLOGIES & FRAMEWORKS

Are You Ready

For Some
Key Questions?

Agile PM 101 – Best Practices:

Module 1: METHODOLOGIES & FRAMEWORKS

Key Questions:
Is Agile Really Needed?
The last major tool recognized in the PMBOK (Second Edition)
was Critical Chain in 1997.

What has changed since then?

•  Google launched in September, 1998
•  The iPod was unveiled in October, 2001
•  The BlackBerry “smartphone” was released in January, 2002
•  NASA’s Phoenix lander extracted Martian ice in June, 2007
•  The iPad was released in April, 2010

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Agile PM 101 – Best Practices:
Module 1: METHODOLOGIES & FRAMEWORKS

Has Complexity Increased? Cost

Sc
e

op
Tim

e
CO
EM

ST PMBOK® Guide,
TI

PMBOK® Guide,
Third Edition
Fourth Edition

ty
Ris

ali
QUALITY

Qu
k
Customer
Satisfaction

Iron Triangle transformed into Hell-of-a-Hexagon

From Three to Fifteen Interrelationships.   11

Agile PM 101 – Best Practices:

Module 1: METHODOLOGIES & FRAMEWORKS

Is Agile Being Used?

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Agile PM 101 – Best Practices:
Module 1: METHODOLOGIES & FRAMEWORKS

How Has Requirements Complexity Increased?

FEATURE USAGE

Feature Usage reported by Jim Johnson, Chairman, Standish Group

International, Inc., XP2002 Conference, Sardinia, Italy

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Agile PM 101 – Best Practices:

Module 1: METHODOLOGIES & FRAMEWORKS

Organizations

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Agile PM 101 – Best Practices:
Module 1: METHODOLOGIES & FRAMEWORKS

Certifications

PMI SCRUM ALLIANCE

PgMP  

PMI- PMP   ACP  

SP  
PMI-
RMP

CAPM  
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Agile PM 101 – Best Practices:

Module 1: METHODOLOGIES & FRAMEWORKS
Intellectual Schema

Methodology = Philosophical Foundation

(PMBOK or Agile)

Framework = Logical Foundation

(Scrum, Extreme, FDD, Lean or Spiral)

Processes = Practical, How To Protocols

(Sponsoring, Organizing, Funding, Controlling)

“I estimate that 75% of those organizations using Scrum will

not succeed in getting the benefits they hope for from it.”
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Ken Schwaber, Scrum Co-Creator

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Agile PM 101 – Best Practices:
Module 1: METHODOLOGIES & FRAMEWORKS

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 …

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Agile PM 101 – Best Practices:

Module 1: METHODOLOGIES & FRAMEWORKS

Similar Taxonomy for Each Methodology

Traditional: Agile / Scrum:
Graphical WBS DETAILS Feature Structure
Few &
Objective Broad 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

Many &
Task 1 Task 2 Task 3 Specific Task 1 Task 2 Task 3

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Agile PM 101 – Best Practices:
Module 1: METHODOLOGIES & FRAMEWORKS

Similar Taxonomy for Each Methodology

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
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Agile PM 101 – Best Practices:

Module 1: METHODOLOGIES & FRAMEWORKS

Similar Roles
Traditional vs. Agile/Scrum
Traditional: Agile / Scrum:
• Stakeholders & Sponsor • Stakeholders & Sponsor

• Program or Sr. Project Manager • Product Owner

• Jr. PM or Team Lead • Scrum Master

• Team and SME’s • Team and SME’s

• Everybody else • Everybody else

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Agile PM 101 – Best Practices:
Module 1: METHODOLOGIES & FRAMEWORKS

Agile’s Best Known Framework

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GR8PM
Traditional  Agile  Hybrid
Training Ÿ Coaching Ÿ Consulting

22

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GR8PM
Traditional  Agile  Hybrid
Training Ÿ Coaching Ÿ Consulting

Fundamentals of Agile PM:

Module 2:
PLAN & ESTIMATE

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Agile PM 101 – Best Practices:

Module 2: PLAN & ESTIMATE

Enterprise-level planning

Strategic Planning

Tactical Planning

Operational Planning

Production
Planning
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Agile PM 101 – Best Practices:
Module 2: PLAN & ESTIMATE

Enterprise-level Development Planning

Market Development

Product Development

Operational Planning

Production
Planning
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Agile PM 101 – Best Practices:

Module 2: PLAN & ESTIMATE

Granularity unlocks the Agile-Enterprise!

Product Functionality (Themes)

Roadmaps (Feature Stories)

Releases
(User Stories)
Iterations
(Stories &
Tasks)
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Agile PM 101 – Best Practices:
Module 2: PLAN & ESTIMATE

Project Initiation: Product Overview

Vision Statement Example:

For music lovers who want a simple way to listen to and manage
songs, the iPod is a portable digital music player that provides a
user friendly experience with intuitive, easy to use controls.
Unlike other MP3 players, our product provides seamless
integration with a world class music store (iTunes).

Best Practice: Ideally, a vision statement gives the team the ability
to explain the project to someone “in an elevator”.

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Agile PM 101 – Best Practices:

Module 2: PLAN & ESTIMATE

Project Initiation: Help Sponsor Format the Vision

•  FOR (target customer)
•  WHO WANTS (statement of the need)
•  THE (product name)
•  IS A (product category)
•  THAT (product key benefit, compelling reason to buy)
•  UNLIKE (primary competitive alternative)
•  OUR PRODUCT (final statement of primary differentiation)

Best Practice: Using this Vision Statement format helps Stakeholders

clearly articulate previously vague thoughts.
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Agile PM 101 – Best Practices:
Module 2: PLAN & ESTIMATE

Project Initiation:
Product Vision Questions:
•  Do you know what you want developed?
•  Who is it for? Why are we developing this for you?
•  How does this align with your strategic objectives?
•  What benefits are expected from a successful deployment?
•  What are the consequences of failure?
•  What are your competitors doing in this area?

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Agile PM 101 – Best Practices:

Module 2: PLAN & ESTIMATE

EXERCISE SCENARIO:
You have been hired by a small technology company to create a new
iPhone App to complement their marketing strategy – funny,
interactive novelties. The App must be something that clients find
clever and valuable because it is entertaining and quirky!
The last iPhone App – the “Practical Joker” - was a huge success
because it played on people’s enjoyment of practical jokes. Using the
iPhone’s ability to “hear and identify” songs, it “listened” to
whomever the iPhone was pointed at and then announced whether
they were “honest and beautiful” or “misled and homely” or “sinister
and hot” among a host of other entertaining descriptions.
Your customer needs another “first” to keep their competitive
advantage…and that is your mission!
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Agile PM 101 – Best Practices:
Module 2: PLAN & ESTIMATE

Exercise Instructions:
This is an Iteration Planning meeting
•  I am the customer/proxy
•  You are the development team
•  You have 2 deliverables
•  Listen to both parts of the Instructions

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Agile PM 101 – Best Practices:

Module 2: PLAN & ESTIMATE

Exercise Instructions:
Part 1:
•  Discuss the Scenario provided to identify “value” factors
•  Brainstorm WILD ideas for your new iPhone App
•  Review the Appendix: iPhone App Vision Statement Examples
•  As a Team, choose whether to use:
•  Your own wild idea
•  Your own tame idea
•  One of the Vision examples provided

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Agile PM 101 – Best Practices:
Module 2: PLAN & ESTIMATE

Instructions:
Part 2: Your team has 2 deliverables
•  Write the Vision in “standard” format
•  Write a Press Release
•  You have 15 minutes
Do you commit to the Iteration Goal?
•  Help each other, have fun, and remember “good enough”

•  Your time is limited, so focus!

ANY QUESTIONS?

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Agile PM 101 – Best Practices:

Module 2: PLAN & ESTIMATE

Review & Retrospective Meetings:

1. If your team completed BOTH deliverables please stand up.
(Notice that the last 10% often takes 90%!)
2. Review Meeting – Volunteer to Present
•  Share the Vision
•  Read the Press Release
3. Retrospective Meeting
• As a Team, discuss how you could improve your process
• Large group debrief – Share your insights

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Agile PM 101 – Best Practices:
Module 2: PLAN & ESTIMATE

When is it best to do detailed estimating, (a) when you

know very little or (b) when you know a lot?
Waterfall
ESTIMATING

Scrum

TIME
The amount of estimating done in Traditional versus Agile is similar.
It just happens at different times, with different assumptions.
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Agile PM 101 – Best Practices:

Module 2: PLAN & ESTIMATE

Fundamental Premise of Planning

% Design Estimate
Estimate Types Complete Accuracy
ROM 0 – 10 % +100% to – 50%
Budget 15 – 25 % +30% to – 15%
Definitive 45 – 100 % +15% to – 5%

Estimate Descriptions
ROM: Made without detailed engineering data using tools like capacity curves, scaling
factors, and feature/cost ratios.
Budget: Made for owner’s planning not project control using tools like flow sheets,
layouts, and equipment details.
Definitive: Based on detailed engineering data, approved drawings and specifications.
Used for project planning and control.
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Agile PM 101 – Best Practices:
Module 2: PLAN & ESTIMATE

Cost-effective Planning Despite Uncertainty

WORK
ESTIMATE (BUDGET)
SIZE (ROM)

TIME: T T+30 T+60 T+90 T+120 T+180

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Agile PM 101 – Best Practices:

Module 2: PLAN & ESTIMATE

Level 1 - Product: iPad, v1.0, Web Access & Communication

Level 2 - Themes:
MANY
•  Video Watching EPICS
Level 3 – Epics (for E-Mailing):
•  Game Playing
•  Manage Contacts
•  Music Listening
•  Create Messages
•  Traveling
•  Store & Retrieve Messages
•  E-Mailing
1 THEME
•  Attach & Link Content
•  Filter Viruses & Spam

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Agile PM 101 – Best Practices:
Module 2: PLAN & ESTIMATE

Level 3 – Epics (for E-Mailing):

•  Create Messages
1 EPIC
•  Manage Contacts MANY
Level 4 – Stories:
STORIES
•  Store & Retrieve Messages
•  Create Contact
•  Attach & Link Content
•  Update Contact
•  Filter Viruses & Spam
•  Delete Contact
•  Sort Contacts

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Agile PM 101 – Best Practices:

Module 2: PLAN & ESTIMATE

Level 4 – Stories:
ONE
•  (Prior Slide)
STORY MANY
Level 5 – Tasks:
TASKS
•  Define Fields
•  Define DB
•  Define GUI
Does this remind you of •  Check Duplicates
Progressive Elaboration and
•  Validate Format
Rolling Wave Planning?
•  Import Function

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Agile PM 101 – Best Practices:
Module 2: PLAN & ESTIMATE

Priority   User  Story  Descrip.on   Size  

As  a:   <Stakeholder  or  Role>  

I  want  to:     <Requirement  or  Feature  DescripJon>  

So  that:   <Reason  or  JusJficaJon>  

Acceptance  Criteria  
Given:     <Specific  situaJon>  
 
When:   <Specific  acJon>  
 
Then:   <Desired  result  >  
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Agile PM 101 – Best Practices:

Module 2: PLAN & ESTIMATE

Priority   User  Story  Descrip.on   Size  

As  a:   Email  User  

I  want  to:     Sort  my  emails  

So  that:   I  can  find  emails  from  specific  people  

Acceptance  Criteria  
Given:     I  am  logged  into  my  email  account  
 
When:   I  want  to  sort  my  emails  
 
Then:   I  can  sort  them  by  sender  
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Agile PM 101 – Best Practices:
Module 2: PLAN & ESTIMATE

Properly defining “Done” is critical to success.

•  Detailed Lessons Learned are a great resource.

Definition of “Done” – Example:

•  Cleanly coded into an executable
•  Refactored for usability
•  Unit and Regression tests are error free
•  Includes User Documentation

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Agile PM 101 – Best Practices:

Module 2: PLAN & ESTIMATE

Definition of “Done” – More Examples:

Install the Radio Broadcast System (RBS) equipment:
• Cabinet anchors properly drilled and set in concrete slab
• Electrical supply and grounding tested without fault
• Equipment rack, UPS, and signal equipment installed and tested
error free
• RF jumpers connected and swept
• RBF integrated to core and test calls 100% error free
• As installed documentation, and photos, loaded to facilities
repository

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Agile PM 101 – Best Practices:
Module 2: PLAN & ESTIMATE

Definition of “Done” – More Examples:

Facilitate Emergency Response Tabletop Exercise:
• Identify, recruit, and confirm participants
• Validate time blocked in participants’ calendars
• Preparation information delivered and expectations
communicated to participants
• Attendance confirmed 24 hours beforehand
• Welcome participants and execute exercise
• Conduct Lessons Learned and collect evaluations

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Agile PM 101 – Best Practices:

Module 2: PLAN & ESTIMATE

Definition of “Done” – More Examples:

Aircraft hardware installation and certification:
• All materials received and certified per Bill of Materials (BOM)
• All processes have been certified against FAA protocols
• All technicians have proper certification on record
• Each component replaced by certified technician and reviewed/
approved by Supervisor
• Each component is unit tested and no errors are detected
• Each system is regression tested and no errors are detected
• Entire aircraft is run through complete ground safety test
protocol and no errors are detected
• All documentation is properly filed
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Agile PM 101 – Best Practices:
Module 2: PLAN & ESTIMATE

Fibonacci Sizing:
1. The Fibonacci series = 1, 2, 3, 5, 8, 13, 21, 34, 55…
• Defined by the non-linear recurrence equation: Fn = Fn-1 + Fn-2

2. Process first establishes a “midpoint” and then the relative

size of other items in the group

3. Leverages our physiological “wiring” because it uses Size

instead of Time!

4. First we will learn HOW to do it, then we will APPLY it.

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Agile PM 101 – Best Practices:

Module 2: PLAN & ESTIMATE

Exercise Instructions – Round 1:

1. As a Team pick the “medium” dog and assign it a size of 8.
2. Individually, put a relative size to the other dogs (2, 3, 5, 8, etc.)
3. You can use any number more than once, or not at all.
4. After everyone has finished, as a Team review and size each dog.
Use the following process:
(a) Start at top of list.
(b) Share each one’s number.
(c) Highest number, then
lowest, explain why.
(d) Use the explanations
to re-vote.
(e) Negotiate the final team
number.
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Agile PM 101 – Best Practices:
Module 2: PLAN & ESTIMATE

Exercise Instructions – Round 2 (Planning Poker) :

1. Write the Numbers below on each of 9 Index Cards.

2. Create an index card with a ? and an ∞ symbol.

How to use the ? and ∞ cards.

3. Size the Cars on the next slide.

2 3 5 8 13 21 34
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Agile PM 101 – Best Practices:

Module 2: PLAN & ESTIMATE

Planning Poker Exercise:

1. As a Team pick the “medium” car and assign it a size of 8.
2. Then start at the top and individually choose a card for the size.
3. Use only the number cards for now.
4. On the count of 3, everyone shows their card at once!
5. Highest, then lowest,
explain why.
6. Use the explanations
to re-vote.
7. Negotiate final number.

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Agile PM 101 – Best Practices:
Module 2: PLAN & ESTIMATE

Exercise Instructions –Round 3:

1. Evaluate Your User Stories and choose a “midsize” one.
2. Use Planning Poker to size all of your User Stories.
•  Write the size on each story.
•  You have to focus!
•  Remember, good enough! Don’t stress.

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GR8PM
Traditional  Agile  Hybrid
Training Ÿ Coaching Ÿ Consulting

BONUS CONTENT?? 52

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Agile PM 101 – Best Practices:
Module 4: ENTERPRISE ADOPTION

!   Implications for Project leaders:

!   Understand multiple Agile frameworks and tools
!   Tailor Agile to the organizational context
!   Integrate Traditional tools when appropriate
!   Embrace change and create hybrid approaches
TOTAL PROJECTS BY FRAMEWORK

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Agile PM 101 – Best Practices:

Module 4: ENTERPRISE ADOPTION

!   Sixth Annual "State of Agile Development”

!   Key Changes (since last year):
!   Companies using Scrum: down 10%
!   Companies using Hybrids: up 25%..

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Why is Agile Mainstream
Your PMI-ACP® Qualifications
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 ● Perform Integrated
Change Control
Integration
● Collect ● Verify Scope
Requirements ● Control Scope
Project Scope ● Define Scope

Management Inputs
● Create WBS

•  Project Statement of Work (Light version)

•  Contract (Agile version)
● Define Activities ● Control Schedule
● Sequence
Activities
Outputs
● Estimate Activity

Project Time
Resources • 
● Estimate Activity
Project Vision Statement
Management Duration •  Feature Descriptions
● Develop Schedule

All projects – Traditional and Agile – use a kick-off ceremony to

describe the engagement and manage expectations. It usually
● Estimate Cost ● Control Costs
includes reviewing the Project Charter that describes Why, What,
● Determine Budget
Project Cost When, Where, and for Whom the project is being done.
Management

The key difference lies in the approach to the question, “How will it
● Plan Quality ● Perform Quality ● Perform Quality
be done?”Assurance
Agile uses iterative
Control development to increased business
Project involvement, team commitment, and process improvement.
Quality
Management

55

Why is Agile Mainstream

Your PMI-ACP® Qualifications
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 ● Perform Integrated
Change Control
Integration
● Collect ● Verify Scope
Requirements ● Control Scope
Project Scope Inputs
● Define Scope
● Create WBS
Management •  Project Vision Statement
•  Feature Descriptions
● Define Activities ● Control Schedule
● Sequence
Activities Outputs
● Estimate Activity
Resources •  Roadmap and Release Plans
Project Time
• 
● Estimate Activity Epic-level Stories
Management Duration
● Develop Schedule

The PMBOK recommends Progressive Elaboration as the process to

update and refine project plans which matches Agile’s use of Stories
to develop a Roadmap ●that
● Estimate Cost isCosts
Control composed of Release Plans. Release
● Determine Budget
Project Cost Plans are equivalent to a project management plan (document).
Management

● Plan Quality ● Perform Quality ● Perform Quality

Assurance Control
Project
Quality
Management

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28  
Why is Agile Mainstream
Your PMI-ACP® Qualifications
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 ● Perform Integrated
Change Control
Integration
● Collect Inputs ● Verify Scope
Requirements
● Define Scope
•  Release Plan
● Control Scope
Project Scope
Management
● Create WBS •  Epic and User Stories

Outputs
● Define Activities ● Control Schedule
● Sequence •  Product Backlog
Activities
● Estimate Activity •  (Initial) Prioritization
Resources
Project Time ● Estimate Activity
Management Duration The PMBOK identifies Define Scope and many PMs interpret
● Develop Schedule
that as a one-time activity even though it conflicts with
Progressive Elaboration. Agile embraces Progressive Elaboration
by establishing a framework – the Product Backlog – for scope
● Estimate Cost ● Control Costs
● Determine Budget management. The Backlog is prioritized and frequently reviewed
Project Cost
and revised to manage project scope.
Management

● Plan Quality
Given the high
● Perform Quality
uncertainty about requirements and/or high
● Perform Quality
technologicalControl
Assurance risks facing most projects it is a wise approach.
Project
Quality
Management

57

Why is Agile Mainstream

Your PMI-ACP® Qualifications
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 ● Perform Integrated
Integration Inputs Change Control

● Collect
•  Prioritized
● Verify Scope
Product Backlog
Requirements ● Control Scope
Project Scope ● Define Scope
● Create WBS Tools
Management
•  Prioritization techniques
•  Sizing and Estimating techniques
● Define Activities
● Sequence •  Iteration Planning techniques
● Control Schedule

Activities
● Estimate Activity

Project Time
Resources Outputs
● Estimate Activity
Management Duration •  Prioritized Iteration Backlog
● Develop Schedule
•  User Stories

Traditional project management uses a hierarchy of Program,

● Estimate Cost
● Determine Budget
Project and sub-Project
● Control Costs
plans to sequence work and measure
Project Cost progress. Agile uses a hierarchy of Roadmap, Release, and
Management
Iteration plans to do the same thing.
● Plan Quality ● Perform Quality
Agile project●Control
Assurance
Perform Quality
sequencing is more dynamic because of its Lean-
Project driven focus to eliminate the waste of non-value-added work.
Quality
Management

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Why is Agile Mainstream
Your PMI-ACP® Qualifications
What the Exam Tests
!   The ACP exam is based on 11 books from agile authors.
!   That body of work covers 3,888 pages.
!   The 11 authors sometimes have differing and/or
opposing opinions regarding agile practices.

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2
Why is Agile Mainstream
Your PMI-ACP® Qualifications

What about PDUs?

!   Continuing Certification Requirements (CCR):
!   PMI-ACP® holders are required to earn 30 professional
development units (PDUs) in agile topics every 3 years.
!   Counting PMI-ACP® PDUs for other PMI credentials:
!   The 30 PDUs in agile topics also count towards the PMP® or
PgMP® certification(s).
!   For general project management classes, only the hours that
pertain to agile topics count towards the PMI-ACP®.

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30  
GR8PM
Traditional  Agile  Hybrid
Training Ÿ Coaching Ÿ Consulting

Fundamentals of Agile PM:

BONUS MATERIAL

61

Agile PM 101 – Best Practices:

Module 3: EXECUTE & CONTROL

Where Does Agility Come From?

AVOIDING WASTE
PROBLEM SOLUTION
(100% PRODUCTIVE)

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31  
Agile PM 101 – Best Practices:
Module 3: EXECUTE & CONTROL

What is the Agility “Challenge”?

CO N E O F
UNCERT
AINTY
PROBLEMS

SOLUTIONS

63

Agile PM 101 – Best Practices:

Module 3: EXECUTE & CONTROL

How is Agility Increased?

CONE
OF UN
CERTA
PROBLEMS INTY

SOLUTIONS

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32  
Agile PM 101 – Best Practices:
Module 3: EXECUTE & CONTROL

How is the Cone of Uncertainty narrowed?

CO N E
OF UN
CERTA
INTY

CLE-TIME
2 WEEK CY
E
YCLE-TIM
3WEEK C CLE-TIME
CY MENT
4 WEEK C T M ANAGE
E
L PROJ
TIONA
TRADI

65

Agile PM 101 – Best Practices:

Module 3: EXECUTE & CONTROL

Affinity Estimates

Smaller   Larger

HIGH XS   S   M   L   XL  
PRIORITY

LOW

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33  
Agile PM 101 – Best Practices:
Module 3: EXECUTE & CONTROL

Enterprise Planning
Roadmap – 1 Year
Release #1 – 4 Months Release #2 – 4 Months Release #3– 4 Months
Feature Feature Feature Feature Feature Feature Feature Feature
Feature Feature Feature Feature
#1 #2 #3 #4 #5 #7 #9 #11
#6 #8 #10 #12

Feature
Feature Feature
#6
#4 #5
Feature
Feature
#3
#2
Feature
#1

BACKLOG:
Stories
#1
thru
#n 67

Agile PM 101 – Best Practices:

Module 3: EXECUTE & CONTROL

Create a Release Plan

Iteration
#1 = 44 days Smaller   Larger

HIGH XS   S   M   L   XL  

3   5  
2   8  
Iteration 2   3   5  
1   5   8  
PRIORITY

#2 = 43 days 2   2   3  
3   5   8  
5  
1  
2   5  
3  
5   8  
Iteration 1  
#3 = 45 days 8  
3   5  
2   3   8  
LOW 5  
Iteration
#4 = 23days 3   5   5   8  
2  
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Agile PM 101 – Best Practices:
Module 3: EXECUTE & CONTROL

Iteration Cycle
CALENDAR – 4 WEEK ITERATION
MON. TUES. WEDS. THURS. FRI.
SPRINT STAND-UP & STAND-UP &
PLAN & BEGIN WORK WORK

STAND-UP & STAND-UP & STAND-UP & STAND-UP & STAND-UP &
WORK WORK WORK WORK WORK

STAND-UP & STAND-UP & STAND-UP & STAND-UP & STAND-UP &
WORK WORK WORK WORK WORK

STAND-UP & CODE PLANNING STAND-UP & STAND-UP &

WORK FREEZE POKER WORK WORK

STAND-UP & REVIEW & SPRINT

WORK RETRO PLAN & BEGIN

69

Agile PM 101 – Best Practices:

Module 3: EXECUTE & CONTROL
Iteration Planning: Best Practices  
Cross-Functional Teams
•  Increase organizational competency/capacity through cross-
training; reduce risk for same reason
•  Must have clear Product Vision in order to self-organize
•  Do “a little of everything” all the time, rather than doing
“all of 1 thing” at a time

Team Size = 7 +/- 2

•  Too Big = Communications break down
•  Too Small = Scrum Meeting Overhead is Not Justified

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