Ponente: Graciela Barcenas Gerente de Desarrollo de Nuevos Negocios de la División “Oil & Gas” en la empresa Sistemas CBT, S.A. DE C.V.

1. 1
Noviembre 26, 2015 — Cd. de México
Mejores practicas en “Agile Project Management”,
fundamental en la industria… habilidades que los
empleadores necesitan de los profesionales en proyectos.
PMP Graciela Bárcenas Pérez
Project Management Institute (PMI)
President of Mexico´s Chapter
barcenas.graciela@yahoo.com.mx
presidente@pmichapters-mexico.org

2. 2Strengthening the project management culture for the benefit of Mexico.
1. Context
2. About Software & TI Industry Projects
3. Project Management Talent
(The importance of project management and skills-based talent acquisition/development)
• Skills employers need from Project Professionals (PMI Reports)
• PMI’s Talent Triangle
• PMI Numbers
4. PMI® Agile Certified Practitioner (PMI-ACP)®
5. On the real world - Benefits
6. Conclusion
Content:

3. 3Strengthening the project management culture for the benefit of Mexico.
Referencia: PMNetwork Noviembre de 2015 Volumen 29 Número 11
“Capacidad que tiene un sistema
para adoptar el cambio”

4. 4Strengthening the project management culture for the benefit of Mexico.
“Para estar preparado en el futuro, es
necesario contar con una cultura y una
estructura organizacional que
proporcione la flexibilidad necesaria
en un ambiente cambiante”.
Jorge Alberto Pérez Torres, Director Adjunto de la Compañía de seguros Allianz de la Cd. De México, México.
1. Context
Referencia: PMNetwork (en español) Noviembre de 2015 Volumen 29 Número 11
“…el 75% de las organizaciones con una cultura de agilidad altamente desarrollada
pudiera responder rápidamente a las condiciones del mercado en comparación al 12%
de una organización que tiene una cultura subderarrollada.”
Referencia: Informe Pulse of the Profession ® 2015 de PMI: Cómo capturar el valor de la dirección de proyectos mediante la agilidad organizacional.

5. 5Strengthening the project management culture for the benefit of Mexico.
• Global
• Complex with many specialization
• A lot of stakeholders
• Multicultural & Interdisciplinary teams
• Change constantly
• Risk
• $$$$$
2. About Software & TI Industry Projects
Nowadays the
demand is higher
in the
organizations due
to a globalized
world and more
complex
projects.

6. 6Strengthening the project management culture for the benefit of Mexico.
From Project Professionals
Skills employers need from Project Professionals
Demand for project talent remains strong.
Through 2020, 1.57 million project management jobs will
be created each year globally.1
The problem:
Organizations are challenged to find enough talent with
the right skills.
Sources:
1 “Project Management Between 2010+2020” (Project Management Talent Gap Report),
2013, PMI.
2,4 The Competitive Advantage of Efective Talent Management, 2013, PMI.
3 Pulse of the Profession In-Depth Report: Navigating Complexity, 2013, PMI.
3. Project Management Talent

7. 7
PMI in action: “Talent Triangle”
Strengthening the project management culture for the benefit of Mexico.
TechnicalProject
Management
Leadership
Strategicand
BusinessManagement
©2010 Project Management Institute.All rightsreserved.
Employers today need project, program
and portfolio management talent with a
broader range of skills to support longer-
range strategic objectives that contribute to
the bottom line. The ideal skill set is shown
in the Talent Triangle.
Aplication on December 2015
3. Project Management Talent

8. 8
PMI’s Talent Triangle
Strengthening the project management culture for the benefit of Mexico.
Technical Skills
66% of organizations say that technical project skills are the most difficult to find. However 96%
indicate that these are the most teachable.2
Leadership Skills
75% of organizations rank leadership skills as the most important for successful navigation of
complexity in projects.3
71% of organizations rank leadership skills as the most important for long-term success of project
managers.3
Strategic and Business Management Skills
For project, program and portfolio managers, understanding your organization’s strategy is essential.
For employers, a strategic approach is also essential. For example, when organizations align their
talent to organizational strategy, it produces a higher average project success rate —72% for those
with good alignment, compared to 58% for those without it.
Sources:
1 “Project Management Between 2010+2020” (Project Management Talent Gap Report), 2013, PMI.
2,4 The Competitive Advantage of Eective Talent Management, 2013, PMI.
3 Pulse of the Profession In-Depth Report: Navigating Complexity, 2013, PMI.
TechnicalProject
Management
Leadership
Strategicand
BusinessManagement
©2010 Project Management Institute.All rightsreserved.
3. Project Management Talent

9. 9Strengthening the project management culture for the benefit of Mexico.
Technical Skills
66% of organizations say that technical project skills are the most difficult to find. However 96%
indicate that these are the most teachable.2
Technical Project Management
• Business Analysis and Requirements Management
• Organizational Agility • RISK MANAGEMENT
• PORTFOLIO MANAGEMENT • Scheduling
3. Project Management Talent
PMI’s Talent Triangle
Sources:
1 “Project Management Between 2010+2020” (Project Management Talent Gap Report), 2013, PMI.
2,4 The Competitive Advantage of Eective Talent Management, 2013, PMI.
3 Pulse of the Profession In-Depth Report: Navigating Complexity, 2013, PMI.

10. 10Strengthening the project management culture for the benefit of Mexico.
Leadership Skills
75% of organizations rank leadership skills as the most important for
successful navigation of complexity in projects.3
71% of organizations rank leadership skills as the most important for long-
term success of project managers.3
Strategic and Business Management
• Key Leadership Practices • CHANGE MANAGEMENT
• Communications Management • Decision Making
• NEW PRACTITIONERS • Talent Management
PMI’s Talent Triangle
3. Project Management Talent
Sources:
1 “Project Management Between 2010+2020” (Project Management Talent Gap Report), 2013, PMI.
2,4 The Competitive Advantage of Eective Talent Management, 2013, PMI.
3 Pulse of the Profession In-Depth Report: Navigating Complexity, 2013, PMI.

11. 11Strengthening the project management culture for the benefit of Mexico.
Strategic and Business Management Skills
For project, program and portfolio managers, understanding the organization’s strategy is essential.
For employers, a strategic approach is also essential. For example, when organizations align their
talent to organizational strategy, it produces a higher average project success rate —72% for those
with good alignment, compared to 58% for those without it.
Strategic and Business Management
• Knowledge Transference • Benefits Realization
• Strategic Business Management • PMO
• Innovation
3. Project Management Talent
PMI’s Talent Triangle
Sources:
1 “Project Management Between 2010+2020” (Project Management Talent Gap Report), 2013, PMI.
2,4 The Competitive Advantage of Eective Talent Management, 2013, PMI.
3 Pulse of the Profession In-Depth Report: Navigating Complexity, 2013, PMI.

12. 12Strengthening the project management culture for the benefit of Mexico.
3. Project Management Talent

13. 13Strengthening the project management culture for the benefit of Mexico.
4. PMI® Agile Certified Practitioner
(PMI-ACP)®

14. 14Strengthening the project management culture for the benefit of Mexico.
PMI® Agile Certified Practitioner
(PMI-ACP)®
Esta certificación global apoya a los individuos para
satisfacer las necesidades de las organizaciones que
confían en los profesionales de proyectos para aplicar
una diversidad de métodos para la gestión de
proyectos, entre estos “Agile”.

15. 15
Números de la comunidad PMI
Circulan más de 4 Millones de PMBOK®!Registro del PMI
Fotografía: Cortesía , Graciela Bárcenas (PMI®Leadership Institute Meeting – 2015 North America)
Strengthening the project management culture for the benefit of Mexico.

16. 16
CERTIFICACIONES
Total de socios activos:
CAPAM® Certified Associate in Project Management 26,771
SE
PUBLICAN
4,745,105
copias de todas
las ediciones del
PMBOK® en
circulación
*
PMP® Project Management Professional 639,023
PfMP® Portfolio Management Professional 168
PgMP® Program Management Professional 1,131
PMI-RMP® PMI Risk Management Professional 2,966
PMI-SP® PMI Scheduling Professional 1,254
PMI-PBA® PMI Professional in Business Analysis 192
PMI-ACP® PMI Agile Certified Practitioner 6,987
Certificaciones del PMI
TOTAL MEMBERS
451,664
El PMI tiene 273 Capítulos
registrados y 13 Capítulos en
potencia en
105 países
Circulan más de 4 Millones de PMBOK®!Registro del PMI
Estadísticas hasta el 30 noviembre del 2014
Strengthening the project management culture for the benefit of Mexico.

17. 17
Strengthening the project management culture for the benefit of Mexico.
Certified Talent (Mexico)
Chapters in MEXICO December
2014
Guadalajara 264
México City 689
Nuevo León 94
Puebla 22
Sinaloa 36
1,112
• 3,847 PMP
• 405 CAPM
• 5 PgMP - Program
• 11 PMI SP - Scheduling
• 31 PMI RMP - Risk
• 17 PMI ACP – Agile
1 PfMP – Portfolio*
Referencia: Information gathered on december 2014, Presentación de Resultados PMI Capítulo México
4,087 PMI members / 1112 are registered in a local group

18. 18
Agile, un tema de creciente importancia en la gestión de proyectos.
La certificación PMI-ACP reconoce la experiencia de un individuo en el uso de
prácticas ágiles en sus proyectos.
Credibilidad profesional, ya que requiere una combinación de:
1. Entrenamiento ágil (21 horas)
2. Experiencia trabajando en proyectos ágiles (1500 horas)
3. y el examen de los principios ágiles: prácticas, herramientas y técnicas.
(120 preguntas – 3 horas)
4. PMI® Agile Certified Practitioner
(PMI-ACP)®
Strengthening the project management culture for the benefit of Mexico.

19. 19
** Working on Project Team Experience: for those holding a PMP or PgMP certification,
PMI has already verified that the candidate has exceeded the 2,000 hour requirement. A
PMP or PgMP certification holder will not need to enter these hours on the application.
Experiencia
y
habilidad
en el
mundo
práctico
Strengthening the project management culture for the benefit of Mexico.

20. 20
Valor que identifican las organizaciones que utilizan principios y
procesos agiles:
• Adaptable a las cambiantes necesidades de Negocio (Requerimientos)
• Temprana y continua retroalimentación del cliente (Interesados)
• Mejora de la comunicación e información disponible para la
toma de decisiones (Comunicación)
• Retorno de la inversión temprana y medible (Valor de Negocio)
• Alta visibilidad e influencia sobre el avance del proyecto (Riesgos)
• Varias entregas incrementales en lugar de una sola completa (Alcance)
4. PMI® Agile Certified Practitioner
(PMI-ACP)®
Strengthening the project management culture for the benefit of Mexico.

21. 21Strengthening the project management culture for the benefit of Mexico.

22. 22
EXAM CONTENT
4. PMI® Agile Certified Practitioner
(PMI-ACP)®
Referencia: PMI Agile Certified Practitioner (PMI-ACP)® Handbook
Strengthening the project management culture for the benefit of Mexico.

23. 23
Reference Materials for the PMI® Agile Certified
Practitioner (PMI-ACP)® Examination
Materiales
de
Referencia
Strengthening the project management culture for the benefit of Mexico.

24. 24Strengthening the project management culture for the benefit of Mexico.
Benefits
5. On the real world

25. 25
Subdominio Tareas Nombre (Dominio) Enfoca en
1 9 Agile Principles and Mindset Principios ágiles en el
contexto del equipo de
proyecto y la organización
2 4 14 Value-Driven Delivery Prioridades de las partes
interesadas
3 3 9 Stakeholder Engagement “Ambiente de confianza”
4 3 9 Team Performance “Ambiente de confianza”
(Aprendizaje, colaboración,
resolución de conflictos)
“auto-organización”
5 3 10 Adaptive Planning Plan progresivo…
6 5 Problem Detection and
Resolution
Identificar problemas y
riesgos. Priorizar y
resolver. Monitorear y
comunicar.
7 6 Continuous Improvement
(Product, Process, People)
Calidad – Mejora
Continua - Valor del
producto, proceso y
equipo.
Referencia: PMI Agile Certified Practitioner (PMI-ACP) Examination Content Outline)
Strengthening the project management culture for the benefit of Mexico.

26. 26
Referencia: PMI Agile Certified Practitioner (PMI-ACP) Examination Content Outline)
Strengthening the project management culture for the benefit of Mexico.
I. Agile Principles and Mindset
II. Value-Driven Delivery
• Define Positive Value
• Avoid Potential Downsides
• Prioritization
• Incremental Development
III. Stakeholder Engagement
• Understand Stakeholder Needs
• Ensure Stakeholder Involvement
• Manage Stakeholder Expectations
IV. Team Performance
• Team Formation
• Team Empowerment
• Team Collaboration and Commitment
•
V. Adaptive Planning
• Levels of Planning
• Adaptation
• Agile Sizing and Estimation
VI. Problem Detection and Resolution
VII. Continuous Improvement
(Product, Process, People)
DOMINIOS

27. 27
Área de
conocimiento
PMBOK®
CLAVE BENEFICIOS
Integración Cambios - Gestión de Cambios (Respuestas rápidas y flexibles)
Interesados Compromiso Promover la participación y colaboración en todo el ciclo de vida
del proyecto
Alcance Progresivo - Alinear necesidades y expectativas
- Alta visibilidad de los avances del proyecto
- Planeación gradual
Calidad Producto - Mejora la calidad
- Se reduce el residuo en el producto y proceso
Tiempo - Mejorar los tiempos de las entregas
Riesgos Prioridades - Anticiparse – “proactivo” en vez de reactivo
- Alta visibilidad de los avances del proyecto
Recursos Humanos Confianza - Mejorar las relaciones
- Cultura de “alto rendimiento”
- Empoderar del dueño del negocio para la toma de decisiones
y priorizar
- Mejorar el rendimiento del equipo
Comunicaciones “Compartir”
información
- Reuniones cortas
- Planear el día para identificar problemas significativos
- Compartir información para la toma de decisiones
- Comunicación abierta entre los equipos
Strengthening the project management culture for the benefit of Mexico.

28. 28Strengthening the project management culture for the benefit of Mexico.
6. Conclusión:
Es fundamental trabajar en conjunto la industria, el
gobierno, la academia, y asociaciones sin fines de lucro
para buscar madurez en la Dirección de Proyectos en
México para mantener a la industria en estandares
internacionales, por lo tanto es muy importante proveer a
la industria de SW y TI con talento calificado si
queremos obtener el éxito en los proyectos, las personas
y por consecuencia en las organizaciones.

29. 29
Noviembre 26, 2015 — Cd. de México
GRACIAS
PMP Graciela Bárcenas Pérez
Project Management Institute (PMI)
President of Mexico´s Chapter
barcenas.graciela@yahoo.com.mx
presidente@pmichapters-mexico.org