Speach on PMI-ACP hold at PMI-Pub event in Oslo. Presentation covers quickly PMI-ACP, compare how PMI-ACP works vs PMP. Introduction of PS2000-SOL agile contract standard in Norway

1. PMI-ACP
PMI-Pub 3 December 2014
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2. Agenda
• Who I am
• Agile according to PMI-ACP
• Mapping PMBOK to Agile
• Agile Contract: PS2000-SOL
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3. Who am I
Didier Soriano
More than 15 years international experience with
Program/Project management, project governance
and coaching.
Certified PMP, PMI-ACP, PMA-PBA, Scrum Master
and Product Owner
Lean six Sigma Black Belt
IT education and IT management line experience
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4. Certification Eligibility Requirements
PMI-ACP Certification Eligibility
Requirements
Requirement Description
General Project
Experience
•2,000 hours working on project
teams
•These hours must be earned
within the last 5 years
•Active PMP® or PgMP® will
satisfy this requirement
Agile Project
Experience
•1500 hours working on agile
project teams or with agile
methodologies
•These hours are in addition to
the 2,000 hours required in
“general project experience”.
These hours must be earned
within the last 3 years
Training in Agile
Practices
21 contact hours earned in agile
practices
PMP – Certification eligibility
Requirements
Requirement Description
Education
1. Secondary degree (high school
diploma, associate’s degree, or the
global equivalent)
2. Four-year degree (bachelor’s
degree or the global equivalent)
Project Management
Experience
1. Secondary degree:
at least five years of project
management experience, with
7,500 hours leading and directing
projects
2. Four-year degree education at least
three years of project management
experience, with 4,500 hours
leading and directing projects
Training in Project
Management
35 hours of project management
education.
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5. PMI Certification growth in 2013
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6. IT Edge PMI-Pub 3 December 2014 6

7. httITp E:d/g/eagilemanifesto.org/ PMI-Pub 3 December 2014 7

8. Agile Principles (1/2)
1. Value oriented: Our highest priority is to satisfy the customer through early
and continuous delivery of valuable software.
2. Flexibility: Welcome changing requirements, even late in development. Agile
processes harness change for the customer's competitive advantage.
3. Iterative: Deliver working software frequently, from a couple of weeks to a
couple of months, with a preference to the shorter timescale.
4. Team: Business people and developers must work together daily throughout
the project.
5. Team: Build projects around motivated individuals. Give them the
environment and support they need, and trust them to get the job done.
6. Team/Communication: The most efficient and effective method of
conveying information to and within a development team is face-to-face
conversation.
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9. Agile Principles (2/2)
7. Communication:Working software is the primary measure of
progress.
8. Communication: Agile processes promote sustainable
development. The sponsors, developers, and users should be able
to maintain a constant pace indefinitely.
9. Quality: Continuous attention to technical excellence and good
design enhances agility.
10.Quality: Simplicity-the art of maximizing the amount of work not
done-is essential.
11.Team: The best architectures, requirements, and designs emerge
from self-organizing teams.
12.Retrospective: At regular intervals, the team reflects on how to
become more effective, then tunes and adjusts its behaviour
accordingly.
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10. Methods covered
看板
Lean
FDD
DSDM
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11. Agile methodology - Summary
Strengths Weaknesses
Scrum
Complements existing practices.
Priorities based on business value.
Self organizing teams and feedback.
Customer participation and steering.
Only approach that has a certification process.
Only provides project management support, other disciplines are out of
scope.
Does not specify technical practices.
Can take some time to get the business to provide unique priorities for
each requirement.
Strong technical practices.
Customer ownership of feature priority, developer
ownership of estimates.
Frequent feedback opportunities.
Most widely known and adopted approach in the US
Requires onsite customer.
Documentation primarily through verbal communication and code. For
some teams these are the only artifacts created, others create minimal
design and user documentation.
Difficult for new adopters to determine how to accommodate
architectural and design concerns.
FDD
Supports multiple teams working in parallel.
All aspects of a project tracked by feature.
Scales to large teams or projects well.
Design by feature and build by feature aspects are easy
to understand and adopt.
Promotes individual code ownership as opposed to shared/team
ownership.
Iterations are not as well defined by the process as other Agile
methodologies.
The model-centric aspects can have huge impacts when working on
existing systems that have no models.
看板
Kanban
Changes can be made any time
Remove activities that don’t add value
Scalable
No prescribed roles
No time boxing notion
Limit WIP
Based on what you do today
Lean
Cross-functional teams.
Complements existing practices.
Focuses on project ROI.
Eliminates all project waste.
Amplify learning
Does not specify technical practices.
Requires constant gathering of metrics which may be difficult for some
environments to accommodate.
Theory of Constraints can be a complex and difficult aspect to adopt.
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12. Agile methodology - Summary
Strengths Weaknesses
AUP
Robust methodology with many artifacts and disciplines to choose
from.
Scales up very well.
Documentation helps communicate in distributed environments.
Priorities set based on highest risk. Risk can be a business or
technical risk.
Higher levels of ceremony may be a hindrance in smaller
projects.
Documentation is much more formal than most approaches
mentioned here.
Minimal attention to team dynamics.
Crystal
Family of methodologies designed to scale by project size and
criticality.
Only methodology that specifically accounts for life critical
projects.
As project size grows, cross-functional teams are utilized to ensure
consistency.
An emphasis on testing is so strong that at least one tester is
expected to be on each project team.
The "human" component has been considered for every aspect of
the project support structure.
Expects all team members to be co-located. May not work
well for distributed teams.
Adjustments are required from one project size/structure to
another in order to follow the prescribed flavor of Crystal for
that project size/criticality.
Moving from one flavor of Crystal to another in mid project
doesn't work, as Crystal was not designed to be upward or
downward compatible.
DSDM
An emphasis on testing is so strong that at least one tester is
expected to be on each project team.
Designed from the ground up by business people, so business
value is identified and expected to be the highest priority
deliverable.
Specific approach to determining how important each requirement
is to an iteration.
Set stakeholder expectations from the start of the project that not
all requirements will make it into the final deliverable.
Probably the most heavyweight project
Defines several artifacts and work products for each phase of
the project; heavier documentation.
Expects continuous user involvement.
Access to material is controlled by a Consortium, and fees may
be charged just to access the reference material.
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13. Methodologies motto
Methodology Summarizing Phrase
Scrum Prioritized Business Value
XP Simplicity
FDD Business Model
AUP Manage Risk
Crystal Size and Criticality
DSDM Current Business Value
Lean Return on Investment (ROI) – Eliminating waste
Kanban Work In Process (WIP)
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14. Roles
3 Main Roles
– Team lead (Scrum Master)
– Product Lead
– The team
Other peripheral roles
– Sponsor
– Experts
Team Lead Product Lead The team
Scrum Scrum Master Product Owner Different roles
XP Big boss Customer Programmer, Tracker, Tester
AUP Project Manager architect
Crystal Project Manager Business expert
lead enginneer, designer, programmer, tester,
writer
DSDM Project Manager ambassador User
Advisor User, Technical coordinator, Team
leader, tester, scribe, facilitator,
FDD Project Manager
Chief programmer, programers, testers, Class
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15. Agile Process Overview
Envision
•Vision
•NPV
•ROI
Initiation
•Identify
Personas
•Create
backlog
•High level
estimates
•Create
roadmap
Release Planning
•Slicing
stories
•Stories
estimations
•Create
release plan
Iteration 0
•Spikes
•Detailing
Next
iteration
stories
Iteration
•Iteration planing
•Coding
•Testing
•Daily stand-ups &
Updating burn-ups
•Iteration review
•Retrospective
•Preparing stories
for Next iteration
Closing
•Project
close out
•Finishing
contracts
•Resource
release
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16. MAPPING PMBOK TO AGILE
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17. Knowledge Area
Project Management Process Groups
Initiating Planning Executing Monitoring & Controlling Closing
4. Project Integration
Management
4.1 Develop Project
Charter
4.2 Develop Project
Management Plan
4.3 Direct and Manage
Project Work
4.4 Monitor and Control
Project Work 4.6 Close Project
4.5 Perform Integrated or Phase
Change Control
5. Project Scope
Management
5.1 Plan Scope Management 5.5 Validate Scope
5.2 Collect Requirements 5.6 Control Scope
5.3 Define Scope
5.4 Create WBS
6. Project Time
Management
6.1 Plan Schedule Management 6.7 Control Schedule
6.2 Define activities
6.3 Sequence Activities
6.4 Estimate Activity resources
6.5 Estimate Activity Duration
6.6 Develop Schedule
7. Project Cost
Management
7.1 Plan Cost Management
7.2 Estimate Costs 7.4 Control Costs
7.3 Determine Budget
8. Project Quality
Management 8.1 Plan Quality Management
8.2 Perform Quality
Assurance
8.3 Control Quality
9. Project Human Resource
Management
9.1 Plan Human Resource
Management
9.2 Acquire Project team
9.3 Develop Project Team
9.4 Manage Project Team
10. Project Communication
Management
10.1 Plan Communications
Management
10.2 Manage
Communications 10.3 Control Communications
11. Project Risk
Management
11.1 Plan Risk Management 11.6 Control Risks
11.2 Identify Risks
11.3 Perform Quality Risk
Analysis
11.4 Perform Quantitative Risk
Analysis
11.5 Plan Risk Responses
12. Project Procurement
Management
12.1 Plan Procurement
Management
12.2 Conduct
Procurements 12.3 Control Procurements
12.4 Close
Procurements
13. Project Stakeholder
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Management
13.1 Identify
Stakeholders
13.2 Plan Stakeholder
Management
13.3 Manage Stakeholder
Engagement
13.4 Control Stakeholder
engagement

18. Knowledge Area
Project Management Process Groups
Initiating Planning Executing Monitoring & Controlling Closing
4. Project
Integration
Management
4.1 Develop Project
Charter
4.2 Develop Project
Management Plan
4.3 Direct and Manage
Project Work
4.4 Monitor and Control
Project Work 4.6 Close Project
4.5 Perform Integrated or Phase
Change Control
Agile
• Business case or
feasibility study
• Release roadmap
• Project kickoff and visioning
meeting
• Iteration planning
• Iterative and
incremental delivery of
working software.
• Regular reviews of
deliverables, progress and
process.
• Task boards, burn down
charts, daily stand-ups,
acceptance of completed
features.
• Impediment log
Retrospectives
Project Integration Management
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19. Knowledge Area
Project Scope Management
Project Management Process Groups
Initiating Planning Executing Monitoring & Controlling Closing
5. Project Scope
Management
5.1 Plan Scope Management 5.5 Validate Scope
5.2 Collect Requirements 5.6 Control Scope
5.3 Define Scope
5.4 Create WBS
• Release roadmap
• Iteration planning
• Work Releases to
completion
• Work iterations to
time completion
• Work tasks to
completion.
• Regular reviews of
deliverables, progress
and process.
• Task boards, burn down
charts, daily stand-ups,
acceptance of
completed features.
• Impediment log
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20. Knowledge Area
Project Time Management
Project Management Process Groups
Initiating Planning Executing Monitoring & Controlling Closing
6. Project Time
Management
6.1 Plan Schedule Management 6.7 Control Schedule
6.2 Define activities
6.3 Sequence Activities
6.4 Estimate Activity resources
6.5 Estimate Activity Duration
6.6 Develop Schedule
Agile • Iteration planning • Time boxing
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21. Knowledge Area
Project Cost Management
Project Management Process Groups
Initiating Planning Executing Monitoring & Controlling Closing
7. Project Cost
Management
7.1 Plan Cost Management
7.2 Estimate Costs 7.4 Control Costs
7.3 Determine Budget
Agile
• Release roadmap
• Iteration planning
• Work Releases to
completion
• Work iterations to
time completion
• Work tasks to
completion.
• Regular reviews of
deliverables, progress
and process.
• Task boards, burn down
charts, daily stand-ups,
acceptance of
completed features.
• Impediment log
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22. Two principle
– Build quality
– Eliminate waste
Quality is embedded
Acceptance test-Driven
Frequent verifications and validations
Knowledge Area
Project Management Process Groups
Initiating Planning Executing Monitoring & Controlling Closing
8. Project Quality
Management 8.1 Plan Quality Management
8.2 Perform Quality
Assurance
8.3 Control Quality
• Stories describe the
acceptance criteria
• Tests are a part of
story descriptions
• Quality is
embedded. Unit test,
automated test are a part
of the delivered solution
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23. Knowledge Area
Project Risk Management
Project Management Process Groups
Initiating Planning Executing Monitoring & Controlling Closing
11. Project Risk
Management
11.1 Plan Risk Management 11.6 Control Risks
11.2 Identify Risks
11.3 Perform Quality Risk
Analysis
11.4 Perform Quantitative Risk
Analysis
11.5 Plan Risk Responses
Risk Identification
• Common responsibility
among the entire team
• Done on an iterative basis
during planning meetings.
• Risks continue to be
identified daily as part of
stand-up meetings.
Risk Analysis
• Risk assessment Probability
and consequence on project
of each risk on project.
Risk Response Planning
• Developing options and
actions to reduce risks and
increase opportunities.
• Done by the entire team.
Risk Monitoring and
Controlling
• Risk reassessment
occurs on a daily basis,
and at the end of the
iteration.
• Impediment log can be
considered to the risk
list
• The Agile Project
Manager works actively
with the risks
(impediments), trying to
close them
• Daily stand-ups allow to
identify new risks
• WIP Limitation allows to
limit resources conflicts
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• Spikes, before an
iteration, limits the risk

24. Project Communication Management
Writing
– Prefer executable specifications over static
documents
– Document stable concepts, not speculative
ideas
– Generate system documentation
Simplification
– Keep documentation just simple enough, but
not too simple
– Write the fewest documents with least overlap
– Display information publicly
Determining What to Document
– Document with a purpose
– Focus on the needs of the actual customers(s)
of the document
– The customer determines sufficiency
Determining When to Document
– Iterate, iterate, iterate
– Start with models you actually
keep current
– Update only when it hurts
General
– Treat documentation like a
requirement
– Require people to justify
documentation requests
– Recognize that you need some
documentation
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25. AGILE CONTRACT
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26. Agile Contract: PS2000 - SOL
• Norwegian standard for agile development
– T&M Contract
– With incentives and penalties
• Divided into 3 Parts
1. Definition of the customer and supplier
2. General Provisions/Governance
3. Annexes.
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27. Agile contract – Phases
• Solution design (iteration 0)
– Validation (by the Supplier) of the user stories in order to prioritize the backlog
– Set up an iteration plan
– Agree on the target price
• Construction phase
– Daily meeting
– Demo on the last days of the iteration .
• The Customer's Acceptance Test
– Have define entry criteria (quality)
– Following execution of all agreed Iterations
– Fixed period
– Can be suspended if a certain number of defects it found
• Termination phase
– Knowledge transfer
– Transfer and development of expertise, and the release of personnel
– Transfer of documentation
– Transfer of procedures for Construction, testing, operational tasks, configuration management and
administrative tasks
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28. Agile contract
• Changes
– Within a started iteration: all work done must be paid
– Future iteration: no payment needed as soon as the trade in/trade out practice is followed
– All analysis of new work is considered as additional work
• Quality
– Unit/Integration/system tests to be conduced for each iteration by the supplier
– Functional tests by the customer
• Roles and responsibility
– RACI Matrix
• Organization and Governance
– Coordination Group
– 2 Project Managers: 1 from Customer; 1 from Provider
• Payments
– Solution Description: Time and Material outside the Target price
– All Change requests change the target price
– Agreed backlog: T&M with penalties/incentives
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29. References
• PS2000-SOL
• Literature
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