Explore the points of parity and differences between two of the most widely used methodologies. PMI Project Management (PMI) is by far the most widely accepted project management methodology. Off late, Agile has emerged as a strong candidate in the project management domain due to faster execution and deliverable oriented requirements of business. Both these methodologies have gained themselves the reputation of best in class for project management for their own uniqueness. Though these methods look very different at a high level, they are actually mutually inclusive rather than exclusive. The principles of project management merge at a specific level even though the execution ways are different. #ITLifecycleAssurance #Maveric

1. MAVERIC’S POINT OF VIEW
Agile &
PMI Project
Management
Mapping
Abstract: The purpose of
this whitepaper is to explore
the points of parity and
differences between two
of the most widely used
methodologies.
10-10-2012
Vol. 7
www.maveric-systems.com

2. Maveric’s Point Of View2
Introduction
PMI Project Management (PMI) is by far the most widely accepted project management methodology. Off late, Agile
has emerged as a strong candidate in the project management domain due to faster execution and deliverable oriented
requirements of business.
Both these methodologies have gained themselves the reputation of best in class for project management for their own
uniqueness. Though these methods look very different at a high level, they are actually mutually inclusive rather than
exclusive. The principles of project management merge at a specific level even though the execution ways are different.
Overview of PMI Project Management
PMI divides the project lifecycle into various logical phases - Initiation, Planning, Execution, Monitoring & Control (M&C)
and Closing. Though these phases are logically sequential, there is a lot of overlap between planning, execution and M&C
phases. PMI advocates big bang delivery view where the end of the execution phase creates the complete deliverable for
the customer. The intermediate deliverables are often not usable work products but rather used as a milestone for project
delivery.
PMI further divides the project management into 9 knowledge areas which represent the dimensions on which the project
needs to be managed and continuously applied throughout the project lifecycle.
PMI Project Management
Knowledge Areas Interaction with Project Lifecycle
Project Lifecycle Phase Project
Deliverable
Knowledge Areas Interaction with Project Lifecycle
Integration
Scope
Time
Cost
Quality
HR
Communication
Risk
Procurement
Initiation Planning Execution M&C Closing

3. Maveric’s Point Of View3
Overview of Agile Project Management
Agile is all about breaking down the entire project outcome into multiple smaller usable outcomes each of which can
be delivered in a given short span and then iteratively continuing the same process until all the smaller outcomes are
achieved. In each of these short spans, called sprints, various project dimensions (scope, time, cost, etc.) are reassessed
and incorporated into the deliverable. This multiple reassessment of project dimensions (sprints) brings agility to the entire
project management process by adapting quickly to any changing dimension.
Project Lifecycle Management
This section shows how the PMBOK®
principles of project management are applied in different ways in PMI and Agile
methods.
In PMI, the knowledge areas continuously interact with the project lifecycle (which consists of lifecycle phases) from start
to end. Each of the knowledge area details are progressively elaborated as the project moves forward. The final project
deliverable is produced at the end of the project.
Integration
Scope
Time
Cost
Quality
Integration
Scope
Time
Cost
Quality
HR
Communication
Risk
Procurement
Initiation Planning Execution M&C Closing Initiation Planning Execution M&C Closing
HR
Communication
Risk
Procurement
Sprint
Deliverable
Sprint
Deliverable
Project
Deliverable
Knowledge Areas Interaction with Sprint Lifecycle
Sprint Phase 1 Sprint Phase 2
Vision
The Daily
Scrum
Work
Day
1 - 4 Week
Sprint
Planning
Session
Story Time
Session
Sprint
Review
Retrospective
Impediment
Backlog
Sprint
Goal
Sprint
Backlog
Product
Increment
Product
Backlog

4. Maveric’s Point Of View4
In Agile, the entire project is divided into multiple sprints and each sprint represents a project in itself, having the same
lifecycle as the entire project. Here, in each sprint lifecycle, again the same knowledge areas apply. While running each
sprint, all the key dimensions of the project represented by knowledge areas are managed similar to the earlier method.
Where the project lifecycle approach differs is the delivery of sprint deliverable. At the end of each sprint cycle, a usable
project deliverable is created. This results in continuous value creation for the project. Each of these sprint deliverables is
integrated at the end to create the complete project deliverable.
The concept of phase gates or checkpoints which are used to make a transition from one phase to another in traditional
project management is also applicable in Agile. Each of the sprint’s closing process group serves as a checkpoint to see
if the sprint backlog is cleared, schedule and sprint budgets are met, team is working productively and assessing the
customer feedback on the sprint deliverables. All these assessments are fed into the next sprint planning. It is also used to
determine if one should move to the next sprint or terminate the project, similar to the phase gate review in PMI.
The diagram below shows how the Agile processes align with PMBOK®
process groups.
The underlying principles of managing the projects are essentially the same, only the way they are achieved is different in
both the methods. Agile adopts a more iterative approach to deliver than traditional project management.
Agile Process Alignment with PMBOK Process Groups
Initiate
Project
Plan Overall
Project
Plan Sprint
Execute
Sprint
Control
Sprint
Close
Sprint
Close
Sprint
Initiation Planning Executing Monitoring Closing
& Control
Sprint Planning
Meeting
Sprint Review
Meeting
No Yes
Daily Scrum
Meeting
All
Requirements
Met

5. Maveric’s Point Of View5
The table below details the activities in Agile and PMBOK® for each of the process groups. The points in blue shows the
similarities whereas the points in pink shows dissimilarities.
Agile & PMBOK® Process Synergy
Project Management Process Groups
Initiation Planning Execution M&C Closure
Agile
Project Project feasibility
study
Product owner
takes care of
stakeholder needs
Time and cost
is fixed, scope is
flexible
Iterative and
incremental delivery
of working product
Continuous
interaction with the
customer
Tracks delivery
of shippable
products
Project
retrospective
lessons learned
Customer
signoff
Iteration Iteration planning
and timebox
definition
High level scope
and effort
planning
Simpler
estimation using
effort chunks
like small,
medium or large
effort
Iterative product
development with
integrated testing
Iterative scope
refinement with
minimal impact on
project metrics
Taskboards,
burndown
charts, velocity
More frequent
review and
retrospective
meetings
Iteration demo,
review and
retrospective
PMBOK®
Project Project feasibility
study
Identify
stakeholders
Detailed scope,
time, cost and
quality planning
Time, scope and
cost is fixed
Big bang delivery
Customer
interaction only
during scope
verification
Tracks variance
from the plan
Project
retrospective
lessons learned
Customer
signoff
Phase Define phase
objectives
Detailed scope,
time, cost and
quality planning
Sequential
process of
estimation >
effort > time >
resources > cost
Product testing
at the end of the
phase
Scope refinement
through rigorous
change control
meetings with
significant impact
on project metrics
Earned value
method
Review
meetings
happen during
the closing
process of
phase
Check phase
gate exit criteria
Application Areas
Both PMI and Agile can be used in most of the given situations, however the effectiveness of one may be more in some
specific types of project.
PMI is most suited for projects with stable requirements and longer durations (over a year). Agile is suited for projects
with shorter duration and evolving requirements. As compared to other domains, software development is extensively
marked by shorter duration projects (6-8 weeks) and evolving requirements. As a result, Agile finds a remarkable
application in this industry. On the other hand, domains like infrastructure projects, where we have much more clarity on
the requirements, are a good opportunity for PMBOK® application.

6. Maveric’s Point Of View6
Conclusion
The implementation approaches of both PMI and Agile are different but the fundamental principles of project
management apply to both.
PMI or Agile should not be seen as competing methodologies and are not meant to substitute one another. These
methodologies have their own benefits in their specific context.
References
• http://www.pmp-projects.org
• http://www.ixxus.com
• PMBOK® 4th
edition
• http://www.temperies.com/en/workAgile.html
Author
Arnab Dey, Consultant - Process Assurance

7. Maveric’s Point Of View
MAVERIC
SYSTEMS 2012
We’re a leading provider of assurance services across the technology adoption
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The contents of this document are entirely a Maveric perspective and is based on our experience and
expertise in the industry. All rights reserved.