PLEASE NOTE: This stream of notes does not reflect everything said in this session which was very discussion-heavy.
50k+ registered agilists – what about the unregistered?
Project Managers are the largest segment (18%) of agilists
CSM is a distinguishing designation for PMPs
How to mature the certifications – team members, etc.
Everyone wants it
PMI is responding to this because it has to. Richmond chapter signed a collaborative agreement with the APLN, this is happening in other places as well.
People asking lots of questions.
IT Telecomm PMI Chapter playing a large role in building bridges.
PMI Global Congress in 2008 had 5 agile presentations that were all very popular.
PMI Agile group.
What gaps are there?
Study under a master the “one true way”. Then try many variations. Then understand the principles and “the Way”.
Tension for agilists – transition.
Project/Product/Program manager vs. ScrumMaster and Product Owner – no set definitions.
Worried about hiding behind process…
Project Management is a scapegoat
Agile is a scapegoat
Both are because of human dysfunction
Mac vs. PC = Agile vs. PMI – camps based on labels
Moves us away from pragmatism to fundamentalism
CSM -> Scrum -> Agile Thinking
The CSM is the gateway to agile thinking
PMP -> Project Management -> Tools
How do we move people between PM and Agile?
Fundamentalism in Scrum – wrongness of not doing agile.
Not adapting Scrum to reality.
Agile is about truth-telling – different flavors of agile do this a little differently.
The Project manager often has multiple roles – this hides the truth.
The truth is necessary to successful projects.
Scrum focuses around an objective – e.g. making money.
Would it help if the PMBoK had explicity added an agile component?
PMI like IBM – when the IBM launched a PC, then it was okay for the corporate environment to use PCs.
Differences b/w PMBoK and Scrum are more about who, how and why, but not so much about what.
In most organizations, there is a customized “one way” and it is this that is difficult to change, not so much the PMBoK.
Some fundamentalism in Scrum: if you aren’t doing it right, then you are hiding dysfunction – not because Scrum is the one true way to do delivery, but because it is a way to do learning.
Keep my job!
Get agreement around values and principles. – do no harm -
How do we save the world? Top down? Grassroots? Viral? Not forced! Building on success!
Attraction vs. promotion.
Not enough of us! Lots of cultural inertia, crossing the chasm.
Not transforming people despite themselves. You can’t transform someone else!
False dichotomy b/w execution and transformation.
Learning vs. dysfunction. Example of Toyota making 1000s of improvements every day.
PMI is about advancing the profession of the project managers. Therefore it is incumbent on the PMI to bring Scrum in because it works!!!
It needs to get it into the PMBoK