Let me first say that I am looking forward to writing more on project management, software development and my experiences with both on this blog. That being said…
It so happens that I have been pondering Agile management and PMBOK based project management. The group I am working with now is working toward implementing Agile features to their software development cycle. I have been interested in and read considerably on the ideas of Agile for a while, but this has brought it, obviously, more to mind.
As an aside, seems others have been thinking about Agile and PMBOK recently as well. From the LinkedIn Agile Project Management group, I stumbled on a a great series of posts over at Chad Albrecht’s blog on the similarities between PMI theories of project management as outlined in the PMBOK and Agile management theory. I recommend them. They’re a good read.
There have also been several posts on GanttHead.com on the topic as well discussing how to merge Agile ideas into more traditional project management.
I had been thinking about where the overlap is between PMI project management ideas and Agile. Traditionally, the two ideologies have been seen as at odds with one another mostly because of vocal advocates on both sides. Obviously, you get zealots on either side. You have PMP’s that insist that protocol be followed to the letter. The PMBOK to these folks is the spoken word. These are the folks that love ISO, CMMI and any other acronym they can pull out to provide forced structure.
Then you have Agile zealots that see management as the key constraint to any progress and efficiency. Frankly, they sometimes are right, unfortunately. Management not executed well becomes overbearing and hinders the team’s innovation, progress and efficiency. More on that, though, in another post.
However, are the PMBOK and Agile at odds with one another? Not really.
The PMBOK really illustrates an iterative approach to project management. First, projects are temporary endeavors. If circumstances change in a project—new scope, unforeseen constraints, etc.— it’s the project manager’s job to work with the team to cycle back through the first four steps of a project—initiation, planning, executing, controlling—until the team has what it needs to work and all stakeholders are clear on the work being executed.
What about Agile? First, please pardon my over simplification of Agile ideas.
Rather than projects, Agile teams have releases or builds. They start with some initial planning, take the input of the planning and move into development then testing. All along, scope, load on the team and other impediments are controlled so that the team can operate as efficiently and effectively as possible. Just enough documentation is created to get development going. Obviously there are differences in the ways that Scrum, XP or Feature Driven Development implement these ideas, but the base is the same.
So what’s the role of the project manager in Agile? Measure the costs; manage budget and stakeholders; evaluate project viability; communicate with the team… all the things a PMI project manager would do.
Sounds vaguely familiar, huh?
I am looking forward to digging into this more in Agile Project Management with SCRUM by Ken Schwaber (Microsoft Press). First I have to get through Making It All Work by David Allen then I will try to get my grubby paws on Schwaber’s book.