What’s the degree of PMP and Agile within a project,(Part 1 of 2)
But what’s the difference between them to begin with?
I’ve asked myself this question a while ago, when preparing for a combined course (Agile and PMP), and was surprise to find myself lacking any convenient answer. I’ve searched the internet and found an interesting distinction between them: while PMI is a standard, Agile is a framework. You may find the complete article here: Difference between PMP, PRINCE2 and Scrum/Agile.
In other words, PMP contains a set of best practices, while Agile makes available a framework; PMP emphasizes the importance of collaboration and communication, while Agile lays stress on the need of a daily meeting with a maximum (recommended) length of 15 minutes.
Interesting, you might say (and I would consider you to be right), but in the end how many PMP volumes and how many Agile volumes are required for the perfect mix of project management?
I personally don’t think there is such a thing – the perfect solution – that wonder-working combination that cures baldness, removes warts, smears, or even polishes the silverware. However I do believe in flexibility and in the possibility of finding the perfect matching mix for each project. I would choose nothing less than Kanban for a bug fixing period, yet I wouldn’t like to live next to an Agile nuclear power plant; or even more interesting, to be subjected to a surgical intervention ruled by the following principle – “First we cut, then we’ll see what’s next.” Brrr. If you ask me, I would rather live as far as possible from any nuclear power plant (regardless of the way it was built) and only see the scalpel on Doctor House.
But what were we trying to find out before losing the thread of the story? Oh yes, I’ve got it. How far can we push with the flexibility in our projects as compared with the amount of the required paperwork? Ups! Wait a minute … that wasn’t the initial topic …
I guess this is the actual problem, isn’t it? We grasp the a la carte management (or white collared, as some may also say) organically associated with bureaucracy and abundance of all sort of forms. We do not gather contacts in case the house falls apart and we need to make a phone call, we make up an entire Stakeholder Register – made by a well intended corporate man able to compete with the secrete services data base. It’s not important that all we need is an email address and a Skype ID, we are supposed to fill in the title from within the company, the department belonging to, the type of stakeholder, the expectations and the impact on the project and many other “absolutely necessary” pieces of information. And when this data is being introduced by means of an internal application (where you cannot save before introducing all the requested information, making you promise to quit smoking and stop eating fat after 6 pm) the entire situation starts looking like a slapstick comedy. Isn’t the question we are asking ourselves: “How many forms must we fill in versus what’s the amount of flexibility we can have?”
How about we start looking for the answer from this point of view?
What’s In Part 2?
The degree of PMP in a project
The degree of Agile in a project
What do you think? Please share your comments below.
Image taken from HERE