Agile Project Management vs Traditional

Project Management_

Administración de Proyectos
Elmer Fonseca Umaña PMP,
CSM,CSPO
Traditional PM vs Agile PM
Traditional PM vs Agile PM
Process Group

Traditional Project Management vs Agile

Project Management
Project Management 5 Processes Groups
1. Initiation Processes.
2. Planning Processes.
3. Execution Processes.
4. Monitor and Control Processes.
5. Closing Processes.
Initiation Processes Group
• Performed to define a new Project or a new phase of an existing project by obtaining
authorization.
Planning Processes
Group
• Required to stablish the scope of
the project, refine the objectives,
and define the course of action
required to obtain the objectives
that the project was undertaken
to achieve.
Executing Processes
Group
• Performed to complete the work
defined in the project
management plan to satisfy the
project specifications.
Monitoring & Controlling Processes Group
Require to track, review, and regulate the progress
and performance of the project, indetify any áreas in
which changes to the plan are required; and initiate
the corresponding changes.
Monitoring & Controlling Processes Group
Closing Processes
Group
• Performed to finalize all activities
across all Processes Groups to
formally close the project or
phase.
Closing Processes Group
Agile Processes Groups
1. Envisioning.
2. Speculating.
3. Exploring.
4. Adapting.
5. Closing.
Envisioning
• Before beginning the first sprint of the
project, an initial product backlog is needed.
• We need a product vision to generate an
initial product backlog.
• Enough details to understand the
customers, features, and high-level
solution; and an idea of how much the
product might cost.
• Participants:
• Internal Stakeholders
• Scrum Team
• Development team
• Product Owner
• Scrum Master
Envisioning
• Activities
• High Level Product Backlog Creation.
• Product Roadmap Definition.

To Learn more you can read the Book

called “Agile Product Management with
Scrum“ by Roman Pichler
Speculating
• This is the analogous process to planning in
traditional project Management.
• The difference is that the planning is made
at every iteration (sprint). Planning is made
to create and deliver incremental subsets of
the overall project.
• Planning in agile project management
(speculating) is done every time that:
1. Release Planning is done
2. Sprint Planning is done
3. Product Backlog Refinement is done.
Exploring
• Exploring is analogous to execution
processes in Traditional Project
Management.
• Performed to complete the work defined in
the sprint planning
• Exploring processes are performed
throughout every sprint of the project.
Adapting
• This is analogous to Monitoring and Control
Processes in Traditional Project
Management.
• These processes are required to track,
review, and regulate the progress and
performance of the project indetify any
areas in which changes are required.
• To adapt Scrum uses artifacts like:
• Product Backlog
• Sprint Backlog
• Also Scrum executes meetings to Adapt.
• Daily Stand Up Meeting
• Sprint Review Meeting
• Sprint Restrospective Meeting
Closing
• Performed to finalize all activities across all Processes
Groups to formally close the project.
• We can say is the same that we have in Traditional
Project Management, except that we do not have closing
processes for phases of the project.
• Product Owner and Customer can take a collective
decision on closing the Project/Product.
• Acceptance of the Deliverables by the Customer must be
documented and Document your learnings of the Sprint
and the entire Project
• The outputs of the closure process are the accepted
deliverables, closed contracts, maintenance agreements,
and other artifacts signaling termination of the project. At
this point, project resources are released for other
projects
Traditional Project Management vs Agile
Project Management
 Knowledge Areas

Traditional Project Management vs Agile

Project Management
Integration

Information taken from:

PMBOK Guide 6th Edition Published by PMI
Agile Practices guide Published by PMI, Appendix A
Scope

Information taken from:

PMBOK Guide 6th Edition Published by PMI
Agile Practices guide Published by PMI, Appendix A
Scope
• With Scrum, Scope is managed using:

• Product Backlog.

• User stories.

• Product Backlog refinement.

Time

Information taken from:

PMBOK Guide 6th Edition Published by PMI
Agile Practices guide Published by PMI, Appendix A
Cost

Information taken from:

PMBOK Guide 6th Edition Published by PMI
Agile Practices guide Published by PMI, Appendix A
Time
• In Scrum, time is managed using time boxes.

• Sprint—A Sprint is a Time-boxed iteration of one to four weeks in duration during

which the Scrum Master guides, facilitates, and shields the Scrum Team from both
internal and external impediments during the Create Deliverables process. This aids
in avoiding vision (scoope) creep that could affect the Sprint goal. During this time,
the team works to convert the requirements in the Prioritized Product Backlog into
shippable product functionalities. To get maximum benefits from a Scrum project, it is
always recommended to keep the Sprint Time-boxed to 4 weeks.

• Sprint Planning Meeting—This meeting is conducted prior to the Sprint as part of

the Commit User Stories, Identify Tasks, Estimate Tasks, and Create Sprint Backlog
processes. It is Time- boxed to eight hours for a one-month Sprint.

• We use the Sprint Backlog to control the tasks performed during the sprint and
also to control the duration of each task, therefore project duration.
Quality

Information taken from:

PMBOK Guide 6th Edition Published by PMI
Agile Practices guide Published by PMI, Appendix A
Quality
• To manage and control quality in agile projects using Scrum approach we have the
following tools:
• Definition of acceptance criteria for user stories
• Definition of done
• Acceptance or rejection of a Product Backlog Item from Product Owner
• Sprint retrospective
• Product Backlog Refinement
Resource Management

Information taken from:

PMBOK Guide 6th Edition Published by PMI
Agile Practices guide Published by PMI, Appendix A
Communication

Information taken from:

PMBOK Guide 6th Edition Published by PMI
Agile Practices guide Published by PMI, Appendix A
Risk

Information taken from:

PMBOK Guide 6th Edition Published by PMI
Agile Practices guide Published by PMI, Appendix A
Risk
• In Traditional project management models define risk as “uncertain event(s) that could positively or negatively
affect the achievement of project objectives. Also, risks are identified, assessed, planned for, and
communicated continually.

• In Traditional project management models , there is emphasis on detailed upfront planning to identify, assess,
and determine risk responses for all project risks. During project execution, any project team member can
identify risks and the project manager or the project management office or project support staff can update
them in the Risk Log or Risk Register. The project manager regularly monitors and controls all risks and
usually identifies specific individuals in the team to take responsibility for different aspects of risks.

• In Scrum, any Scrum Team member can identify risks and the Product Owner can update the identified risks
in the Risk Adjusted Prioritized Product Backlog. The Scrum principles of Empirical Process Control and
Iterative Development enable the Scrum Team to constantly keep identifying risks and adding them to the
Prioritized Product Backlog, where such risks are prioritized with other existing User Stories in the backlog, to
be mitigated in subsequent Sprints. The Scrum Team has collective responsibilities for managing all risks for
the Sprint.
Information taken from:
PMBOK Guide 6th Edition Published by PMI
Agile Practices guide Published by PMI, Appendix A
Procurement

Information taken from:

PMBOK Guide 6th Edition Published by PMI
Agile Practices guide Published by PMI, Appendix A