Effective project management: Traditional, Agile, Extreme

REE 513 Presentation
Effective Project Management:
Traditional, Agile, Extreme
Long Pham
“Managing Complexity in the Face of Uncertainty”

List of Topic
- Topic 1: Overview of the Project Management Landscape
 Definition of project, project portfolio and program
 Classification of projects
 Fundamental of project management
- Topic 2: Traditional Project Management (TPM)
 What is Traditional Project Management?
 Classification of TPM models
 Complexity and Uncertainty in the Project Management Landscape
- Topic 3: Agile Project Management
- Topic 4: Extreme Project Management
- Topic 5: Comparison of TPM – Agile – Extreme Project Management

Topic 1: Project Management
Landscape
- What is a Project?
 Definition of project, project portfolio and program
- Classification of projects
- Fundamentals of Project Management (PMBOK Guide)
 Five Process Groups and Ten Knowledge Areas in PMBOK
 Mapping Knowledge Areas to Process Groups

Project Definition
- Projects arise out of unmet needs:
 Find a solution to a critical business problem
 Take advantage of an untapped business opportunity
- PMBOK definition: “A project is a sequence of unique, complex, and connected activities that
have one goal or purpose and that must be completed by a specific time, within budget, and
according to specification.”
Activity A
Activity C
Activity
B
Activity D
Activity E
What’s missing from
this definition?
Answer: The definition isn’t focused on the purpose
of a project: to deliver value to client / organization.

Project Definition
 The sequence of the activities is based on technical requirements, not on management prerogatives
• “Jack will work on activity B as soon as he finishes A” (what if Jack wasn’t available at all?)
• Artificial relationships between activities should be avoid. Resource decisions come later in project planning.
 Project must have single goal. Large/complex projects should be divided into subprojects.
• Pros: better management control: simplify scheduling of resources, reduce interdepartmental communication
• Cons: projects are interdependent. (however, interdependency is easier to handle than many goals)
 Projects are finite. Processes are continuous. Senior management wants a deadline.
 Project manager can’t change budget/resources; Only senior management can do.
 Specifications satisfaction accounts for a large percentage of project failures. Specs can be changed due to:
requirements is not completely defined by client at the beginning, business situation changes, etc.
- A Business-focused Definition of a Project:
 A project is a sequence of finite dependent activities whose successful completion results in the delivery of the
expected business value that validated doing the project.

Program & Project Portfolio
- A program is a collection of related projects that share a
common purpose. Projects may have to be completed in a
specific order for the program to be considered complete.
- Unlike projects, programs can have many goals but align
toward a larger goal.
 The NASA space program included several dozen projects in the form
of scientific experiments. Except for the fact that they were all aboard
the same spacecraft, the experiments were independent of one
another and together defined a program.
- Project portfolio is a collection of projects that share some
common link to one another. The link could take many forms:
 R&D Project portfolio, infrastructure maintenance project portfolio,
process improvement project portfolio, etc.
- Portfolio of portfolios
 A project-based model of enterprise
 How projects related to and align with the strategic plan of the
enterprise.

Project Characteristics
- Typical characteristic of projects: level of risk , business value, length, complexity, technology
used, number of departments affected, Cost, etc.
- Characteristics of the Contemporary Projects: High speed, high change, lower cost, increasing
levels of complexity, more uncertainty
 Faster time-to-market means greater value to the business
 The window of opportunity is narrowing and constantly moving
 Projects requirements sometimes can not clearly defined at the project planning stage.

Classification of Projects
- Project management must adapt to the characteristics of the projects. “One size fits all”
approach to every projects is just asking for trouble.
- A classification rule can help choosing suitable approach to project management.
- Projects can be broadly classified based on: Goal and Solution

What is Project Management?
- Project management is a set of tools, templates, and processes designed to answer the following
six questions:
 What business situation is being addressed by this project? A problem, an untapped opportunity.
 What does the business need to do? A solution ( known, partially known, unknown). Objective statement.
 What will you do? Project Overview Statement (POS)
 How will you do it? Detail approach to the project.
 How will you know you did it? Deliver business value (IRACIS): Increase Revenue (IR), Avoid Costs (AC),
Improved Services (IS)
 How well did you do?
- PMBOOK definition: “The application of knowledge, skills, tools and techniques to project
activities to meet the project requirements.”
- Improved definition: “Project management is an organized common-sense approach that
utilizes the appropriate client involvement in order to deliver client requirements that meet
expected incremental business value.”
 Project management is organized common sense. If it doesn’t make sense, don’t do it.

Fundamentals of Project Management
- The PMBOK Guide has become the de facto standard for the practice of project
management world wide. The five process groups and ten knowledge areas defined in the
book are the basic of all project management models.
- Five process groups: Scoping (or initiating), Planning, Launching (or Executing), Monitoring and
Controlling, Closing.
- Ten Knowledge Areas: Integration management, Scope Management, Time Management, Cost
Management, Quality Management, Human Resource Management, Communication Management,
Risk management, Procurement Management, Stakeholder Management
“The PMI PMBOK Process Groups are not a project management life cycle; they are the building blocks of every
project management life cycle”
Robert K. Wysocki, PhD, President, EII Publications, LLC

Mapping Knowledge Areas to
Process Groups

Topic 2: Traditional Project
Management (TPM)
- Traditional Project Management (TPM) is a set of tools, templates, and processes for
managing projects whose goal and solution are both clearly understood.
 The required knowledge for PMP certification exams:
• Five processes groups
• Ten knowledge areas
- There are two categories of TPM Models:
 Linear:
• Standard Waterfall Model
• Rapid Development Waterfall Model
 Incremental:
• Staged Delivery Waterfall Model
• Feature Driven Development (FDD) Model

Example of Process Group1:
Scoping a Project
- The most difficult & most sloppily executed out of the five Process Groups. Scoping is
where most of the project failure originated
- Effective project scoping is as much an art as it is a science
 Science: Tools, templates, process for scoping are precisely defined & documented
 Art: knowing your client, organization’s environment, market situation to adapt tools, templates, and process
- Tools, Templates, & Processes Used to Scope a Project:
 Conditions of Satisfaction
 Project Scoping Meting
 Requirements Elicitation
 Brainstorming
 Facilitated Group Sessions
 Interviews
 Prototyping
 Requirements Workshops
 Project Overview Statement
 Approval to Plan the Project

Project Scoping Tool:
Condition of Satisfaction (COS)
- COS establishes a language of communication and
understanding between project manager and client
- What your client wants may not be what your client
needs. Your job is to make sure that what they want
is what they need and that you will deliver what they
need.
 Pay attention to the disconnection between what client says
they want and what they really need. Client wants tend to be
associated with a solution to a problem that they envision.
Needs tend to be associated with the actual problem.
 Tips: ask the client why they want what they want
 Sometimes, client doesn’t really know what they need. TPM
forces client to specify what they need. Agile & Extreme
discover the need through doing the project.
- It’s depended on the complexity and uncertainty of
project that project scope meeting is required or not.
- Project Overview Statement (POS) is the output of
project scoping process
WANTS
NEEDS

What the customer really need

Two categories of TPM Models
- Linear PMLC Models:
 Standard Waterfall Model
 Rapid Development Waterfall Model
- Incremental PMLC Models:
 Staged Delivery Waterfall Model
 Feature Driven Development (FDD) Model

Linear PMLC Models
- Definition:
 A Linear PMLC model consists of a number of dependent phases that are executed in a sequential order with
no feedback loops. The complete solution is not released until the final phase.
- Characteristics:
 Complete and clearly defined goal, solution, requirements, functions, and features
 Few expected scope change requests
 Routine and repetitive activities
 Use established templates

Linear PMLC Models
Strengths
 Entire project is scheduled up front
 Resource requirements are known
 Does not require the most skilled resources
 Team members do not have to be co-located
Weaknesses
 Does not accommodate change very well
 Costs too much
 Takes too long before any deliverables are produced
 Requires complete and detailed plans
 Must follow a rigid sequence of processes
 Is not focused on client value
When to Use
 Projects that are repetitive
 Simple, short duration projects
 Projects contained totally within a single department
and use no outside resources
Linear PMLC Models:
 Standard Waterfall Model
 Rapid Development Waterfall Model

Linear PMLC Model 1:
The Standard Waterfall

Linear PMLC Model 2:
Rapid Development Waterfall
Considerations in Choosing a Variation
 Decomposing the project into parallel and
independent swim lanes
 Swim lane cohesiveness
 Increased risk

Incremental PMLC Models
Definition:
 An Incremental PMLC model
consists of a number of dependent
phases repeated in sequential order
with no feedback loops
Characteristics:
 Same as Linear PMLC model
 Need to release deliverables against
a more aggressive schedule

Incremental PMLC Models
Strengths
 Produces business value early in the project
 Enables you to better schedule scarce resources
 Can accommodate minor scope change requests
between increments
 Offers a product improvement opportunity
 More focused on client value than the Linear PMLC
model
Weaknesses
 The team may not remain intact between
increments
 Requires hand-off documentation between
increments
 Must follow a defined set of processes
 Must define increments based on function and
feature dependencies rather than business value
 Requires more client involvement than Linear PMLC
models
 An Incremental PMLC model takes longer than the
Linear PMLC model
 Partitioning the functions and features may be
problematic
When to Use
 To get to a partial product or service to market sooner
 To get partial solution to the end user sooner
Incremental PMLC Models:
 Staged Delivery Waterfall Model
 Feature-Driven Development Model

Incremental PMLC Model 1:
The Staged Delivery Waterfall Model

Incremental PMLC Model 2:
Feature Driven Development (FDD) Model
NOTE: The feature sets are prioritized
based on technical dependencies in
order to determine the build sequence.

Complexity and Uncertainty in the
Project Management Landscape

Research and Development

Understanding the source of change

Topic 3: Agile Project Management
- Agile Project Management is a set of tools, templates and processes for managing projects
whose goal is clearly defined but whose solution ranges from partially unknown to almost
totally unknown.
 Agile Project address new problems/business opportunities with high complexity & uncertainty but their
success are critical to the business.
- PMLC models can be used for Agile Projects can be broadly classified in to 2 categories:
 Interative: (used when most of the solution has been discovered)
• Prototyping, Evolutionary Development Waterfall, Rational Unified Process (RUP), Dynamic Systems
Development Model (DSDM), Adaptive Software Development (ASD), Scrum.
 Adaptive: (used when most of the solution is unknown)
• Adaptive Project Framework (APF)
PMLC: Project Management Life Cycle

Agile Manifesto

Iterative PMLC Models
Definition:
 An Iterative Project Management Life Cycle (PMLC) model consists of a number of phases that are repeated
in groups with a feedback loop after each group is completed. At the discretion of the client the last phase in a
group may release a partial solution.
Characteristics:
 The solution is known but not to the expected depth (i.e., features are not complete)
 Often uses iconic or simulated prototypes to discover the complete solution
 Scope Phase: Implementation of intermediate solutions can be problematic. Final solution cannot be defined
at the start of the project
 Plan Phase: Complete plan for building the known solution & Partial plan for the high priority functions

Iterative PMLC Models
Strengths
 Client can review current partial solution for
suggested improvements
 Scope changes can be processed between iterations
 You can adapt it to changing business conditions
Weaknesses
 Requires a more actively involved client than
Linear and Incremental PMLC models require
 Requires co-located teams
 Implementation of intermediate solutions can be
problematic
 Final solution cannot be specified at the start of the
projectWhen to Use
 Most but not all of the solution is clearly known
 You might otherwise have chosen the Incremental
PMLC model but have a strong suspicion that there
will be more than a minimum number of scope
change requests
 You might otherwise have chosen an Adaptive PMLC
model but are concerned about lack of client
involvement
Iterative PMLC Models:
 Prototyping Model
 Evolutionary Development Waterfall Model
 Rational Unified Process (RUP) Model
 Dynamic Systems Development Model (DSDM)
 Adaptive Software Development (ASD) Model
 Scrum

Iterative PMLC Model 1:
Prototyping

Evolutionary Development Waterfall Model

Rational Unified Process (RUP) Model

Dynamic Systems Development Method (DSDM)
Jennifer Stapleton “DSDM: Dynamic Systems
Development Method” Addison-Wesley, 1997

Adaptive Software Development (ASD)

Scrum
“Scrum is not an acronym; it is a term taken from rugby. Scrum involves the team as a unit
moving the ball down field in what would appear to be an ad hoc or even chaotic manner. Of all
the iterative approaches, Scrum would seem to define a chaotic development environment.”

Adaptive PMLC Models
Definition:
 Adaptive PMLC models are those that proceed from iteration to iteration based on very limited specification of
solution. Each cycle learns from the proceeding ones and redirects the next cycle in an attempt to converge
on an acceptable solution. At the discretion of the client a cycle may release a partial solution..
Characteristics:
 Iterative structure
 Just-in-time planning
 Critical mission projects
 Thrives on change through learning and discovery
 Continuously reviewed and adapted to changing conditions

Adaptive PMLC Models
Strengths
 Continuously realigns the project management
process to accommodate changing conditions
 Does not waste time on non-value-added work
 Avoids all management issues processing scope
change requests
 Does not waste time planning uncertainty
 Provides maximum business value within the given
time and cost constraints
Weaknesses
 Must have meaningful client involvement
 Cannot identify exactly what will be delivered at the
end of the project
When to Use
 Have you or a trusted colleague had
successful adaptive project experience with
this client before?
 If this is the first adaptive experience for this client,
have you assured yourself that they will be
meaningfully involved throughout the entire project?
 Has the client appointed a qualified and respected co-
project manager for this project?
Variations of Iterative PMLC Model:
 Adaptive Project Framework

Adaptive PMLC Model:
Adaptive Project Framework

Topic 4: Extreme Project Management
- Extreme Project Management is a set of tools, templates, and processes for managing
projects whose goal expresses an ideal state but whose solution for reaching that goal is
unknown or unlikely.
- Extreme projects are searching for goals and solutions where none have been found before
 To converge on a goal and solution with business value is often a hunt in a dark room for something that
doesn’t exist in that room but might in another room, if you knew where to find that other room.
 One of the major challenges in xPM projects is to terminate the chosen direction at the earliest point where
future failure is almost a certainty
 The vast majority of these projects are research projects.
- There are two types of PMLC:
 Extreme Project Management Life Cycle (xPM): a model appropriate for projects that have a goal in search
of a solution
 Emertxe (pronounced ee-MURT-see) Project Management Life Cycle (MPx): a model appropriate for projects
that have a solution in search of a goal

Extreme PMLC Model
Definition
 Extreme PMLC models consist of a sequence of repeated phases with each phase based on a very limited
understanding of the goal and solution. Each phase learns from the preceding ones and redirects the next
phase in an attempt to converge on an acceptable goal and solution. At the discretion of the client, a phase
may release a partial solution.
Characteristic:
 High Speed
 High Change
 High Uncertainty
Strengths:
 Keeps options open as late as possible
 Offers an early look at a number of partial
solutions
Weaknesses:
 May be looking for solutions in all the
wrong places
 No guarantee that any business value will
result from the project

Extreme PMLC Model:
INSPIRE

Emertxe PMLC Model
- Emertxe project is an Extreme project, but done backwards
- The Emertxe PMLC model looks exactly the same as the Extreme PMLC model
- The differences have to do with the intent of the project:
 The Extreme PMLC model starts with a goal that has great business value and searches for a way (a
solution) to deliver that business value. Not long into the project, you and the client come to the conclusion
that a complete solution to the problem as stated doesn’t seem too likely. Then perhaps the next question
should be this: What problem can you solve? (These projects are normally research projects.)
 The Emertxe PMLC model starts with a solution and no goal. You are considering how a great new
technology provides business value to your organization.

Topic 6: Comparison of TPM, Agile, Extreme:
Technology & Requirements

Comparison of TPM, Agile, Extreme:
Solution Business Value

Project Management Life Cycle

The Scope Triangle

TPM vs. Agile Mindset
Newtonian Mindset Quantum Mindset
Stability is the norm Chaos is the norm
The world is linear and predictable Uncertainty reigns
It's controllable Murphy's law rules
Minimize change Welcome change
Increase the feeling of security by adding rigor to
the process
Increase the feeling of security by relaxing controls
Newtonian Hat Quantum Hat
Deliver on the planned result Discover the desired result
Use the plan to drive results Use results to drive planning
Aim, Aim, fire Fire. Then, redirect the bullet
Establish stronger procedures and policies Agree on guidelines, principles and values
Keep tight control on the process Keep the process loose
Correct to the baseline Correct to what's possible
Be a task master Be a relationship manager
Get it right the first time Get it right the last time

Resources
Main Resource: Robert K. Wysocki, “Effective Project Management: Traditional, Agile, Extreme,” 7th
Edition, Dec. 2, 2013. Available: http://www.amazon.com/Effective-Project-Management-Traditional-
Extreme/dp/1118729161
Other Resource:
http://www.projectconnections.com/articles/070901-decarlo.html
http://cnx.org/contents/530197e9-8bd7-45ab-afb9-0e098bad3056@1.7
http://ocw.mit.edu/courses/engineering-systems-division/esd-36-system-project-management-fall-
2012/
http://www.amazon.com/Essential-Scrum-Practical-Addison-Wesley-Signature/dp/0137043295
http://www.slideshare.net/montemontoya/agile-scrum-essentials-for-project-management
http://scrumtrainingseries.com/

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