PREFACE
BACKGROUND
THE PROJECT MANAGEMENT PROFESSION is going through rapid and profound changes due to the widespread influence of Agile:
It is becoming very apparent that the classical plan‐driven approach to project management that has been the predominantly accepted way of doing project management for a long time is no longer the only way to do project management:
- Rather than force‐fitting all projects to a classical plan‐driven project management approach, it is much better to fit the approach to the nature of the project.
- It’s particularly important to develop an adaptive approach for projects that have a high level of uncertainty and/or where creativity and innovation are more important than planning and control to achieve predictability.
Those changes are likely to dramatically change the role of project managers in many environments as we have known them, raise the bar for the entire project management profession, and perhaps even eliminate the role of some Project Managers as we have known them.
From an Agile perspective, there have also been some equally significant changes:
- Agile and Scrum have grown over the years from a focus on small, single‐team projects to much larger and more complex enterprise‐level projects requiring multiple teams.
- That has made it evident that scaling Agile for that kind of project requires some kind of overall management framework which might include some kind of project/program management.
In both of these environments, there is a recognition that well‐defined and prescriptive “cookbook” approaches are no longer effective for dealing with the complexity of these challenges. Instead, there is a need to focus on defining principles that need to be interpreted in the context of a given situation:
- In an Agile environment, both the Scaled Agile Framework and Disciplined Agile Delivery have moved away from relatively well‐defined frameworks to a more flexible, principles‐based approach.
- In a classical plan‐driven project management environment, PMBOK® version 7 has moved away from previous versions of PMBOK® that attempted to define a checklist of things to do in almost every conceivable project management situation to a less well‐defined principles‐based approach.
The movement to a principles‐based approach in both of these environments will require a lot more judgment and skill for determining and implementing the right approach for a particular project.
It is critical for Project Managers and the Project Management Profession, as a whole, to be proactive, anticipate the most likely impact of these challenges, and adapt accordingly.
It is also important for the Agile community to recognize the need to scale an Agile approach for managing large, complex enterprise‐level projects.
This raises a number of questions including:
- What is the role of project management in an Agile project?
- Are classical project management principles and practices in conflict with Agile principles and practices?
- What needs to be done to extend Agile principles and practices to larger and more complex enterprise‐level projects requiring multiple teams?
- How does a typical Project Manager shape his or her career to move in a more Agile direction?
Those are the needs and challenges that this book is intended to address. This book should be of value to both project managers and Agile professionals to develop a more integrated approach.
LEARNING OBJECTIVES
The following is a summary of what I believe are the most important steps in the journey toward becoming an Agile Project Manager (not necessarily in this order):
- Develop new ways of thinking and begin to see Agile principles and practices in a new light as complementary rather than competitive with classical project management practices.
- Gain an understanding of the fundamentals of Agile practices and learn the principles behind the Agile practices at a deeper level in order to understand why they make sense and how they can be adapted as necessary to fit a given situation.
- Learn how to go beyond the classical notion of plan‐driven Project Management and develop an adaptive approach to Project Management that blends both Agile and classical plan‐driven Project Management principles and practices in the right proportions to fit a given project and business environment.
- Understand the potential roles that an Agile Project Manager can play and begin to reshape Project Management skills around those roles.
- Learn some of the challenges of scaling Agile to an enterprise level and develop experience in applying these concepts in large, complex, enterprise‐level environments.
Relationship to My Online Agile Project Management Training Courses
I have successfully developed an online training curriculum in Agile Project Management that is currently offered on three different platforms with over 175,000 students. Anyone who has taken any of those courses should see a lot of similarity between the material in this book and the material in my online Agile Project Management training courses.
Summary of Changes in the Second Edition
Many of the current trends that are going on in the project management community now have validated the original direction of the book when it was originally published in 2015. As a result, the changes required in the second edition are not radical. Here’s a summary of the most important areas of change:
- More detail on Agile Project Management Planning and Management: One of the professors currently teaching a course based on the book wanted to see more detail on Agile Project Management Planning and Management; so I have added six new chapters on that in Chapters 12 through 17.
- Less detail on Agile Project Management Tools: The original edition of the book included some detailed material on Agile Project Management tools. Since that time, there have been many changes in that area, and it is apparent that the area of Agile Project Management tools will continue to evolve significantly. For that reason, I have limited the material in this edition of the book to a general, high‐level discussion of the capabilities of Agile Project Management tools without going into specifics on any particular tool.
- Revisions to enterprise‐level frameworks: There have been a number of significant changes in the two enterprise‐level Agile frameworks that are covered in the book (Scaled Agile Framework and Disciplined Agile framework) and both of those chapters needed considerable changes.
- Additional case studies: This edition of the book includes two new chapters on case studies. One is on “Agile Hardware Development” and includes material on the Agile implementation at Tesla and the other is on “Non‐software Case Studies” to show how to use Agile outside of a software development environment for common projects.
HOW THIS BOOK IS ORGANIZED
Agile Project Management is an art that will take time for anyone to develop and master. There's a concept from martial arts called shu‐ha‐ri that is very appropriate here. It outlines the stages of proficiency someone goes through to develop mastery of martial arts techniques. The same concept can be applied to Agile Project Management:
- “Shu”: In the “shu” stage, the student learns to do things more‐or‐less mechanically, “by the book,” without significantly deviating from the accepted rules and practices and without improvising any new techniques. This stage is equivalent to a new inexperienced project manager following PMBOK or other accepted practices like you would follow recipes in a cookbook without necessarily adapting those practices to fit the situation.
- “Ha”: In the “ha” stage, the student begins to understand the principles at a deeper level and learns how to improvise and break free from rigidly accepted practices, but it's important to go through the “shu” stage and gain mastery of the foundational principles before you start improvising—improvisation without knowledge is just amateurish experimentation.
- “Ri”: Finally, in the “ri” stage, the student gets to the highest level of mastery and is able to develop his/her own principles and practices as necessary.
The way the book is organized follows the shu‐ha‐ri approach to learning. The initial chapters of the book start out with a very basic understanding of the “mechanics” of Agile and learning how to do it “by the book.” That is equivalent to the “shu” level of training.
The book will go deeper into the principles behind Agile and why they make sense. It is essential to understand the principles at a deeper level before moving on to the “ha” level and know how to customize an approach to fit a given situation.
The final goal is to move to the master level or “ri” level where you will learn to go beyond current ways of implementing both Agile and plan‐driven project management approaches and learn how to blend them together as needed to fit a given project and business environment. That goal will come from actual practice in implementing these ideas in real world situations; however, it is hoped that the information in this book and the case studies that are included will help Project Managers move rapidly in that direction.
The book is organized into Parts as follows.
Part 1 – Fundamentals of Agile
The first step in learning to become an Agile Project Manager is to learn the fundamentals of Agile, which includes not only the mechanics of how an Agile project based on Scrum works, but also understanding the principles behind it at a deeper level so that you can go beyond just implementing it “by the book.”
Part 2 – Agile Project Management Overview
Agile is causing us to broaden our vision of what a Project Manager is and that will have a dramatic impact on the potential roles that a Project Manager can play in an Agile environment. In fact, the role of a Project Manager at a team level in a typical Agile/Scrum project is undefined. That will cause us to rethink many of the things we have taken for granted about Project Management for a long time to develop a broader vision of what an Agile Project Manager is.
Part 3 – Agile Project Management Planning and Management
Part 2 provided an overview of Agile Project Management. In this Part, we will go into much more detail on Agile Project Management planning and management practices including:
- Hybrid Agile Models
- Value‐Driven Delivery
- Adaptive Planning
- Agile Planning Practices and Tools
- Agile Stakeholder Management and Agile Contracts
- Distributed Project Management in Agile
Part 4 – Making Agile Work for a Business
There are many precedents for successful implementation of Agile principles and practices at a project team level; however, extending the Agile principles and practices to large‐scale enterprise implementations and integrating with a business environment can be very difficult and introduces a number of new challenges, which include:
- Large, complex projects that are commonly found at an enterprise level may require some reinterpretation and adaptation of Agile principles and practices as well as blending those principles and practices with classical, plan‐driven project management principles and practices in the right proportions.
- Integrating Agile principles and practices with higher levels of management typically found at an enterprise level, such as project portfolio management and overall business management can be difficult. However, if an Agile implementation is limited to a development process only and does not address integration with these higher‐level processes, it is not likely to be effective and may result in failure.
This Part of the book is intended to address these topics and provide an understanding of the key considerations that need to be addressed for:
- scaling an Agile approach for multiple teams and for larger, more complex enterprise‐level projects
- integrating an Agile development approach with a business environment
- planning and implementing an enterprise‐level Agile transformation.
Part 5 – Enterprise‐Level Agile Frameworks
Putting together a complete, top‐to‐bottom, enterprise‐level Agile solution can be a very challenging task, especially when some of the pieces are not designed to fit together.
To simplify the design of an enterprise‐level Agile implementation, it is useful to have some predefined frameworks that can be modified to fit a given business environment, rather than having to start from scratch to design an overall management approach.
Three frameworks are discussed in this Part:
- Scaled Agile Framework (SAFe®=) (Dean Leffingwell)
- Managed Agile Development framework (Chuck Cobb)
- Disciplined Agile Delivery framework (Scott Ambler).
Part 6 – Case Studies
In any book of this nature, it’s always useful to go beyond theory and concepts and show how companies have actually put these ideas into practice in the real‐world. Of course, there is no canned approach that works for all companies—each of these case studies is different and shows how a different approach may be needed in different situations. It also includes a chapter on “Not‐So‐Successful” case studies, which shows some of the problems that can develop in an Agile implementation.
Part 7 – Appendices
The appendices to the book include additional supplementary information:
- Additional Reading List
- Glossary of Terms
- Example Project/Program Charter
- Suggested Course Outline for a graduate‐level course to accompany this book