PMPs vs Agile Project Managers: Clash of the Titans
1 like2,262 views
This document discusses the differences between project managers who follow traditional project management methods (PMPs) and those who follow Agile methods. While both aim for successful project delivery, they have different perspectives on process and mindset. The document advocates that neither approach is perfect on its own; an ideal solution is for PMPs to adapt Agile principles and techniques as needed while maintaining their role supporting Agile teams from an objective viewpoint outside the team. Experience project managers of both types realize the value in an eclectic approach that uses processes, techniques and mindsets from multiple sources pragmatically.
PMPs vs Agile Project Managers: Clash of the Titans
- 1. PMPs vs Agile Project Managers – Clash of the Titans Juan Banda, MSc, CSP, ACP, PMP juan.banda@percella.com Photo by jenjetsai
- 3. The contenders are part of the same team but have different perceptions about how to get the work done Photo by Edward Dalmulder
- 4. The differences are not only related to methods and techniques, c ontenders have opposed mindsets Photo by jenjetsai
- 5. Understandably each side wishes to impose its will Photo by NBC Sports
- 6. Each contender is in the search of the ultimate weapon - Could Agile be this weapon? Photo by uncyclopedia
- 7. There is no small contender, only small spirit – But is there really a fight? Photo by gastarbaiter
- 8. Interestingly neither side proclaims to have a silver bullet that always guarantees project success Photo by Murder by Photography
- 9. • Both contenders can provide some guidelines though • Actually those guidelines come inside a “framework”Photo by seyo
- 10. One contender is more strict in terms of following what its framework prescribes Photo by Sailor Tokyo
- 11. The other contender is in the search for an inner transformation Photo by ReilandN166
- 12. Agile is a mindset, not easily achievable and hard to replicate, that requires many other things to support it Model created Samuel Crescencio
- 13. There is some common ground though – both contenders focus on having successful projects Photo by HammanD.TN
- 14. Experienced Project Managers believe that Agile is just another set of tools that they can use Photo by Funesphoto
- 15. For instance they think that rolling wave + progressive elaboration = Agile
- 16. • “Being” Agile vs “using” Agile • “Transforming ” to Agile vs “adopting” Agile Photo by Darko Sikman Photography
- 17. Novice Project Managers tend discard Agile for its lack of well structured processes to follow – “cookbook syndrome” Photo by 4nitsirk
- 18. Novice Agile Project Managers tend to discard PMBook® practices because they feel too constrained by them Photo by esuckow2
- 19. They also focus on teams and frequently forget that teams exists within a much broader structure Photo by Good-wallpapers
- 20. Experience Agile Project Managers realize that there is still value on the items of the right Photo by Agile Manifesto
- 21. • Agile Teams still need to buy & install tools • They also need to define processes for using their toolsPhoto by busiguy6
- 22. Infrastructure needs to be planned and support is needed from other areas in the organization Photo by John Vanderbeck
- 23. Budget and other resources still need to be allocated, repor ted and measured Photo by 401 (K) 2013
- 24. The relationship with the client needs to be defined in a contract Photo by NobMouse
- 25. All this things need to be done somehow by someone (an adapter) so the Agile Team can be left alone to work Photo by DeaPeaJay
- 26. These “adapters” are people (Project Managers) no processes that support the teams Photo by useitinfo
- 27. ¿Can the Scrum Master be this adapter? - No, because as part of the team he is also in “trance” modePhoto by Maxim Kushpel
- 28. ¿Can the Product Owner be the adapter? -No, because he focuses on the product and doesn’t have time for “mundane things”Photo by digital_stability
- 29. We need somebody that takes care of contracts, evalu ations, procure ment, hiring, bu dgets, and other aspects of a project Photo by traqair57
- 30. • Project Managers should always be pragmatical • “Use everything that works” Photo by naeemcallaway
- 31. • “Do not repeat the same attack” • Don’t try to clone Agile teams Photo by Allahu Akbar2008
- 32. • ”Fight with one sword in each hand. Do not stick to a single fighting style” • PMPs do not need to “transform”, they need to “adapt”Photo by fifoescudero
- 33. • As a PMP do I rather join to the “flower power” movement or I stay outside? • Better to stay outside because somebody needs to have a different perspective Photo by Aleeph
- 34. • Being outside means keeping an “objective” vision that helps to interface with the rest of the organization • Do not force the team to share this vision Photo by Pasukaru76
- 35. • If I’m a PMP, do I need to become an Agile Project Manager to keep me competitive? • If I’m an Scrum Master and I want a promotion, do I become an Agile Project Manager? Photo by Logan Fulford
- 36. • As a PMP just by switch titles I won’t be more competitive •PMPs are not a thing from the past, their skills will always bePhoto by abc.photography01
- 37. It is required though that PMPs adapt to Agile (adapt means becoming and “adapter”) Photo by JPLages
- 38. Being an Agile Project Manager means supporting - with an Agile style- Agile teams inside and organization that might or might not be Agile Photo by Sonel-SA
- 39. Recomended books