CSM Archive

32

Agile is in the PMBOK so it must be true

Yesterday, I was having coffee with Jesse Fewell and we discussed, among other topics, how the PMP® or Certified ScrumMaster (CSM) credentials legitimize many in the eyes of stakeholders. This is a sore spot for many, particularly for me.  Experience and project leadership trumps a certification any day of the week.  But, for those of us who believe we know what we’re talking about, a credential is sometimes a necessary evil.  As I advise a Federal PMO on a multi-year project, I have grown to accept that progress can be slow and expensive. Things can be so slow and expensive, we rarely get to see actual value delivered.  Rather, successes are measured with earned value. Sometimes, I think it’s just the nature of the beast. But, it doesn’t have to be that way.

You can only imagine my excitement when a vendor proposed using Agile to deliver the next (year) software increment. The PMO I advise has many PMPs but only one CSM…me.  I’m not going to go into the details of the project.  But, how could the opportunity be seized to leverage Agile?  Rather than answer that directly, I’ll ask a question.  If you believe in the Agile Manifesto, how would you convince people with no experience with Agile or Scrum (but lots of experience with the PMBOK and Waterfall) that you know what you’re talking about and that Agile is a viable option? I would propose that you make sure you can communicate with stakeholders in a language they understand. If you start using terms like Sprint, ScrumMaster, and Burndowns, when they understand contract periods of performance, project managers, and EVM reports, you may lose that essential stakeholder buy-in.

One of the first things I would recommend you say is “Agile is actually in the PMBOK”. If your stakeholders are PMPs and they believe the dogma of the PMBOK, you’ll have their attention. It’s not called Agile but it is there. In Chapter 2 (Project Life Cycle and Organization) of the PMBOK, you’ll read about Project Phases, specifically phase-to-phase relationships, and then even more specifically the iterative relationship.

…only one phase is planned at any given time and the planning for the next is carried out as work progresses on the current phase and deliverables.  This approach is useful in largely undefined, uncertain, or rapidly changing environments such as research , but it can reduce the ability to provide long term planning.  The scope is then managed by continuously delivering increments of the product and prioritizing requirements to minimize project risks and maximize product business value.  It also can entail having all of the project team members (e.g. designers, developers, etc.) available throughout the project or, at a minimum, for two consecutive phases.

For the Agile pundits out there, does that sound a little familiar?  For those who believe the gospel of the PMBOK, is it reasonable to believe Agile is an approach that can be considered?  Agile is not a bunch of voodoo for the wild and undisciplined.  It’s an excellent opportunity to deliver value.

Popularity: 2%

18

Wise, Intelligent, and Agnostic Project Management

When it comes to branding PMs, there is always going to be a title du jour.  I see project management as one of those skills that builds with time. I don’t care if you are a PMP, CSM, CSSBB, or [insert certification title here].  I don’t believe you can just read about a process or approach, pass a test, and then suddenly be an expert.  Perhaps that is the difference between an intelligent PM and a wise PM.  The intelligent PM reads about a project management process and it become holy doctrine.  They hide behind a process blindly and operate projects on mere faith.  The wise PM reads and learns, interacts and learns, screws up and learns.  They base their decisions on human interaction, what they’ve studied, and past experiences.  It’s not perfect or predictable, but neither is life.

I used to believe, if a dynamic enough process algorithm was created, you could manage any project based on it.  I just don’t believe that anymore.

I’m not saying a Project Management Professional, Scrum Master, or Six Sigma Black Belt certification doesn’t have value.  They absolutely do if you study and practice and not just pass a test.  Studying each will increase your project management intellect.

I would describe myself as a practicing agnostic PM.  It’s not perfect.  But, if I take a little I’ve learned from each process and have a little faith (in the people I work with), I think it will provide my best chance for success.  But don’t forget that it’s still just a chance.

graphic courtesy of the bbp of Flickr

Popularity: 1%

10

Sneetches and Credentials or Certifications

I’ve recently discovered a new love for reading Dr. Seuss books to my son.  I can’t help but see parallel after parallel to my every day life.  I guess if you write a good enough book, like Dr. Seuss, everyone should be able to identify.  My last post about Dr. Seuss and Green Eggs and Ham seemed to resonate with a lot of people.  I had to write this post because I want to know if others see what I see.

This post is about the Sneetches and Sylvester McMonkey-McBean.  There are two kinds of Sneetches in this world, those with stars on their bellies and those who don’t.  When reading this, I want you to picture yourself as a Sneetch and your star being a credential or certification.

Now, the Star-Belly Sneetches had bellies with stars.
The Plain-Belly Sneetches had none upon thars.
Those stars weren’t so big. They were really so small.
You might think such a thing wouldn’t matter at all.

But, because they had stars, all the Star-Belly Sneetches.
Would brag, “We’re the best kind of Sneetch on the beaches.”
With their snoots in the air, they would sniff and they’d snort
“We’ll have nothing to do with the Plain-Belly sort!”
And, whenever they met some, when they were out walking,
they’d hike right on past them without even talking.

I’m going to introduce another character into this story.  His name is Sylvester McMonkey-McBean, an entrepreneur who offers hope to the plain-bellied Sneetches by offering them the use of his star-on-machine.

Then ONE day, it seems while the Plain-Belly Sneetches
Were moping and doping alone on the beaches,
Just sitting there wishing their bellies had stars,
A stranger zipped up in the strangest of cars!

“My friends”, he announced in a voice clear and clean,
“My name is Sylvester McMonkey-McBean.
And I’ve heard of your troubles. I’ve heard you’re unhappy.
But I can fix that, I’m the Fix-It-Up Chappie.

However, it soon becomes clear that Mr. McMonkey-McBean is no champion of the Plain-Belly Sneetches; in fact all he cares about is making money.  He is quite happy modifying the machine to remove stars from Sneetches who want to stand apart again.

I’ve come here to help you.
I have what you need.
And my prices are low. And I work with great speed.
And my work is one hundred per cent guaranteed!”

Then, quickly, Sylvester McMonkey McBean
Put together a very peculiar machine.
And he said, “You want stars like a Star-Belly Sneetch?
My friends, you can have them for three dollars each!”

“Just pay me your money and hop right aboard!”
So they clambered inside. Then the big machine roared.
And it klonked. And it bonked. And it jerked. And it berked.
And it bopped them about. But the thing really worked!
When the Plain-Belly Sneetches popped out, they had stars!
They actually did. They had stars upon thars!

Then they yelled at the ones who had stars at the start,
“We’re still the best Sneetches and they are the worst.
But now, how in the world will we know”, they all frowned,
“If which kind is what, or the other way round?”

Then up came McBean with a very sly wink.
And he said, “Things are not quite as bad as you think.
So you don’t know who’s who. That is perfectly true.
But come with me, friends. Do you know what I’ll do?
I’ll make you, again, the best Sneetches on the beaches.
And all it will cost you is ten dollars eaches.”

He encourages the Sneetches to continually go from the star-on-machine to the star-off-machine and back to the star-on-machine.

All the rest of that day, on those wild screaming beaches,
The Fix-It-Up Chappie kept fixing up Sneetches.
Off again! On again! In again! Out again!
Through the machines they raced round and about again,

Changing their stars every minute or two. They kept paying money.
They kept running through until the Plain nor the Star-Bellies knew
Whether this one was that one or that one was this one. Or which one
Was what one or what one was who.

Eventually, Mr. McMonkey-McBean vanishes once the Sneetches run out of money.

Then, when every last cent of their money was spent,
The Fix-It-Up Chappie packed up. And he went.
And he laughed as he drove In his car up the beach,
“They never will learn. No. You can’t Teach a Sneetch!”

Fortunately, in the end, the Sneetches have no idea who is who and both Star-bellied Sneetches and Plain-bellied Sneetches learn to live together.

But McBean was quite wrong. I’m quite happy to say.
That the Sneetches got really quite smart on that day.
The day they decided that Sneetches are Sneetches.
And no kind of Sneetch is the best on the beaches.
That day, all the Sneetches forgot about stars and whether
They had one, or not, upon thars.

In the project management community, I think a lot of people will recognize Sylvester McMonkey-McBean as the Project Management Institute or the Certification Boot Camps.  But, I’m certain this is not unique to my industry.  Are they there to help or are they there to make money?  I’m not going to crucify either because I have a certification.  But, just because I have 2 stars on my belly doesn’t make me any better than someone with none upon thars.

What do you think?

Popularity: 1%

16

How To Solve A Personal Branding Paradox

Paradox LoopI’m Derek, a project manager and technology geek who lives and breaths general project management, Agile, Scrum, Kanban, and technology.  You can follow me on Twitter @derekhuether or if you really liked this article, subscribe to the RSS Feed.

Over the course of the last 15 years, I’ve really expanded my personal brand.  I started out as a full on Tech Geek.  I launched my first startup in October of 1996.  Yes, when the Pentium 133 was the latest thing.  It was a good ride.  Sure, the company died off after 10 years of business but I got my exit and I learned a lot.  Two things I learned.  One, I like to interact with people.  Two, I don’t like to interact with people when they don’t want to interact with me.  Let’s not waste our time here, people.  Who would you rather have a conversation with?  [1] That guy or gal who walks around the room pushing his business card into everyone’s face.  Or [2], that guy or gal who you know has similar interests or passions as you.

After leaving the hardware-and-software-geek world for the application development world, I found a niche with project management.  I loved the idea I could help solve a problem (deliver on time, on budget, within scope) when given the opportunity to do so.  I could identify a need and provide a solution.  The need to talk project management when dealing with Businesses, Government Agencies and Educational Institutions led me to get my PMP® Certification.  The need to empower my development teams led me to get my Certified Scrum Master Certification.  The need to optimize my work throughput led me to champion the use of a Personal Kanban.

All of these are all mere tools in my toolbox.  But, when you put them all together, they start to describe my personal brand.  I’m a guy who believes in transparency, technology, and information dissemination.  I deliver products with passion, commitment, and skill.

So, what’s the paradox?  I’ve been writing The Critical Path for a while now.  Since it’s launch, I’ve grown more and more passionate about things other then just project management.  I really have two options.  [1] Launch another blog with my personal perspective and focus The Critical Path on my professional perspective. [2] Expand The Critical Path to include more about my other passions.

I love going on Twitter and finding a thousand personal brand experts or social media experts. (That’s kind of a joke)  But, what I believe in most is the wisdom of the crowd.  I would love to see what you have to say.  If you have any questions or comments, please feel free to post them below.

Popularity: 1%