PMP vs. Scrum Master Compatible or Incompatible? Presented by:

PMP vs. Scrum Master Compatible or Incompatible? Presented by:
Karen Little, PMP, CSM, CBAP, ITIL, MCP, MBA Copyright 2007 by Karen Little

My Background 30+ years in IT 25+ years in management Project Management Consultant with Digineer Certifications: PMP Scrum Master CBAP ITIL MCP PMI-MN Involvement: PMI-MN Board of Directors, PDD 2007 Chairperson, Assistant Web-master, 2007 Project of the Year judge Copyright 2007 by Karen Little

Key Project Manager Tasks
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Agile Methodologies 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 Copyright 2007 by Karen Little

Agile Methodologies SCRUM XP (Xtreme Programming) Crystal DSDM (Dynamic Systems Development Method) Adaptive Software Development Feature Driven Development Pragmatic Programming Copyright 2007 by Karen Little

Agile History 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 Copyright 2007 by Karen Little

Manifesto for Agile Software Development
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 documentation Customer 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. Copyright 2007 by Karen Little

Manifesto for Agile Software Development
Kent Beck Mike Beedle Arie van Bennekum Alistair Cockburn Ward Cunningham Martin Fowler James Grenning Jim Highsmith Andrew Hunt Ron Jeffries Jon Kern Brian Marick Robert C. Martin Steve Mellor Ken Schwaber Jeff Sutherland Dave Thomas © 2001, the above authors this declaration may be freely copied in any form, but only in its entirety through this notice. Copyright 2007 by Karen Little

SCRUM Characteristics
Iterative and incremental Adaptive feedback Early delivery of business value Close collaboration with business users Self managed teams Requirements prioritization Always address highest priority first Detail requirements only when needed Detail estimates only when needed Copyright 2007 by Karen Little

SCRUM Components Roles Product Owner Scrum Master Team Stakeholders Artifacts Vision and Goals Backlogs (product, release, sprint) Burndown chart (product, release, sprint) Working Software Sprints Copyright 2007 by Karen Little

Sprints Time-boxed (2-4 weeks) Sprint backlog Daily Scrum Meetings Stand-up 15-20 minutes Update burn down charts Questions What did you do? What are you going to do? What are your obstacles? Abnormal termination Copyright 2007 by Karen Little

SRUM Project Lifecycle
Shared Visions/Goals Requirements/Features/Functions Product backlog Release(s) Release planning Release backlog Sprint(s) Sprint planning Sprit backlog Sprint execution Sprint review (i.e. demo) Sprint retrospective Release implementation Copyright 2007 by Karen Little

Role of the SCRUM Master
Team Building – work as a single unit Coordinate Communicate Coach Facilitate Remove obstacles Shield team from distractions Ensure process is followed Copyright 2007 by Karen Little

How it All Comes Together
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 Copyright 2007 by Karen Little

Concerns About Using Agile / SCRUM?
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PMBOK- Knowledge Areas
Integration Scope Time Cost Quality Risk Human Resources Communication Procurement Copyright 2007 by Karen Little

PMBOK - Deliverables Project Charter Project Plan Work Break Down Structure (WBS) Schedule w/dependencies Budget Communications Plan Human Resource Plan Risk Plan Procurement Plan Copyright 2007 by Karen Little

PMP vs. CSM: Scope 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 Copyright 2007 by Karen Little

PMP vs. CSM: Schedule (Time)
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 Copyright 2007 by Karen Little

PMP vs. CSM: Budget (Cost)
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 Copyright 2007 by Karen Little

PMP vs. CSM: Risk 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 Copyright 2007 by Karen Little

PMP vs. CSM: Quality 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 Copyright 2007 by Karen Little

PMP vs. CSM: Communication
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” Copyright 2007 by Karen Little

PMP vs. CSM: Human Resources
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 Copyright 2007 by Karen Little

PMP vs. CSM: Procurement
PMBOK: Principle: Work effectively with external suppliers Details: Contract types Contract closure SCRUM Manifestation: Says nothing explicit about Copyright 2007 by Karen Little

PMP vs. CSM: Integration - Change
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) Copyright 2007 by Karen Little

PMP vs. CSM: Integration - Acceptance
PMBOK: Principle: Make sure the project sponsor agrees you are done Details: Walkthroughs Formal approval of deliverables SCRUM Manifestation: Sprint reviews Copyright 2007 by Karen Little

SCRUM Doesn’t Explicitly Address
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 Copyright 2007 by Karen Little

SCRUM is Different 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 Copyright 2007 by Karen Little

Conclusions 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 Copyright 2007 by Karen Little

SCRUM Certifications 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 Copyright 2007 by Karen Little

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