To Scrum, or to Agile,

that is a question
Odessa, June 09th 2018

Krzysztof Małus
krzysztof.malus@omec.pl
KRZYSZTOF MAŁUS

• Project, programme and portfolio

management expert
• Training programmes creator
• Project Auditor.
• Speaker on many international
conferences on project management
• Reviewer of PRINCE2, AgilePM, MSP and
P3O standards krzysztof.malus@omec.pl
www.omec.pl

(C) OMEC Sp. z o.o.

 WHO WE ARE

✓ OMEC team is a group of experienced instructors, coaches and

consultants, specializing in issues of managing businesses and
organizations, with particular focus on project oriented ventures.
Filip Gontarz
✓ Our goal is to provide the highest quality educational and CEO
consulting services for companies in the private sector, public
administration and independent project managers.
✓ We can help you with your professional career and support your
organization.
✓ We act in Poland and other European countries.

(C) OMEC Sp. z o.o.

 To Scrum, or to Agile that is a
question
The quality of a question is not judged by its complexity but by the complexity of thinking
it provokes.
[Joseph O'Connor] © OMEC Sp. z o.o. 4
To Scrum, or to Agile, that is a question
 Strategic imperatives
Strategy Corporate vision and goals
External factors

Business as Business P3 Governance

Usual Change

Portfolio P3O®

Programme Programme
P3O®

Project Project Project Project Project Project

P3O®

Team 1 Team 2 Team 3 Team

Organizational Change Management

Product
Development

To Scrum, or to Agile, that is a question © OMEC Sp. z o.o. 5

 Collaboration in business change governance layers of
matrix organisation

Main board

Line 1 Line 2 Line 3 Portfolio

Programme

Project

Team

Product Product Product

Development Development Development

To Scrum, or to Agile, that is a question © OMEC Sp. z o.o. 6

 Example methods in change governance layers

PORTFOLIO MoP

PROGRAMME MSP AgilePgM

PROJECT PRINCE2 SAFE

AgilePM

TEAM
Scrum

PRODUCT XP
DEVELOPMENT

To Scrum, or to Agile, that is a question © OMEC Sp. z o.o. 7

 Output, Capability, Capability Enablement, Outcome,
Benefit

Output Output Output

Capability

Capability
Enablement
(Transition,
Deployment)

Outcome

To Scrum, or to Agile, that is a question © OMEC Sp. z o.o. 8

 What is Agile (1)?
▪ No single definition of the term 'Agile'. It is very
broad and is viewed in many different ways:
• Agile methods - well known frameworks with processes
• Behaviours, concepts and techniques - agile way of
working and frame of mind.

To Scrum, or to Agile, that is a question © OMEC Sp. z o.o. 9

 What is Agile (2)?
▪ Anyway 'Agile' should mean:
• Transparency (the team and the progress is visible to
all)
• Inspection (frequent reviews of the current state of the
work and how the method is used)
• Adaptation (to follow inspection and implement new
ideas and conclusions)
• Close work with a customer throughout (one team
culture)
• Decisions about detail deferred as late as possible
• Work completed on time, frequent deployment to the
operations
• Final solution actually meets business need.

To Scrum, or to Agile, that is a question © OMEC Sp. z o.o. 10

 Strategic imperatives
Strategy Corporate vision and goals
External factors

Business as Business
Usual Change
Where
can Agile
be here?
Portfolio

Programme Programme

Project Project Project Project Project Project

Team 1 Team 2 Team 3 Team

Product
Development

To Scrum, or to Agile, that is a question © OMEC Sp. z o.o. 11

 Six aspects of project performance
PROJECT GOVERNANCE
AUTHORITY
(i.e. portfolio, programme)

Tolerances
delegated down to
the project

MIN
MAX

To Scrum, or to Agile, that is a question © OMEC Sp. z o.o. 12

 Six aspects of project management in Agile

Time Costs

Benefits Risk

Quality Scope

Fix Flex
To Scrum, or to Agile, that is a question © OMEC Sp. z o.o. 13
 Waterfall versus agile projects
▪ Waterfall (linear and serial) ▪ Agile (Iterative and incremental)

Time Time

Solution goes into Solution goes into

operational usage operational usage

Collaborating team(s)

To Scrum, or to Agile, that is a question © OMEC Sp. z o.o. 14

 Agile Project Management

+ =
Traditional Agile Agile
Project Management Principles/Behaviours, Project Management
Fundamentals/Concepts,
Practices/Techniques

To Scrum, or to Agile, that is a question © OMEC Sp. z o.o. 15

 Tailoring the method and positioning a project

Organisation's
Project Tailoring and project Tailoring for a
embedding in a management Project
management project
method organisation method

Management
Approach Definition
(how agile)

Tailoring the method (positioning a

Tailoring the method by Method Owner
project) by Project Manager

Tailoring includes "How much Agile and how much

To Scrum, or to Agile, that is a question © OMEC Sp. z o.o. 16
 The history of Agiles

Agile 1 Agile 2 Agile n

Agile
Manifesto

Agile 1 Agile 2 Agile n

© Agile Business Consortium

To Scrum, or to Agile, that is a question Reproduced from AgilePM® Agile Project Management Handbook © OMEC Sp. z o.o. 17
 Kent Beck James Grenning Robert C. Martin
Mike Beedle Jim Highsmith Steve Mellor
Arie van Bennekum Andrew Hunt Ken Schwaber
Alistair Cockbum Ron Jeffries Jeff Sutherland
Ward Cunningham Jon Kern Dave Thomas
Martin Fowler Brian Marick

© Agile Business Consortium

To Scrum, or to Agile, that is a question Reproduced from AgilePM® Agile Project Management Handbook © OMEC Sp. z o.o. 18
 Minimum expectations from a professional method (1)

Expectation PfM PgM PM TM PD

Must have a clear single owner
• One "bible" with authorized knowledge to avoid ● ● ● ● ●
misinterpretation, one certifying body.
Must provide interfaces to the higher and lower
governance layers ● ● ● ● ●
• Must present a context, must not exist in isolation.
Must include management, business and technical
roles
• Business roles must exist at all levels except product ● ● ● ●
delivery
• The roles must collaborate as "one culture" team.
Must focus on holistic solution for the business
• Team, project, programme and portfolio must focus on
holistic solution while only product delivery focuses on ● ● ● ●
production (e.g. software).
To Scrum, or to Agile, that is a question © OMEC Sp. z o.o. 19
 Minimum expectations from a professional method (2)

Expectation PfM PgM PM TM PD

Must be Business Case driven
• Business Case should not only be prepared but used to
manage at the level of strategy, programme, project and ● ● ● ●
team.
Must promote business ownership of initiatives
• Just business projects. ● ● ● ●
Must support whole lifecycle of initiatives from early
stages
• Should support the stage of creating a vision and high- ● ● ● ●
level requirements.
Must recommend tailoring to the environment
• A method should not be used mechanically. ● ● ● ● ●

To Scrum, or to Agile, that is a question © OMEC Sp. z o.o. 20

 Scrum - is it a good Agile (1)?

To Scrum, or to Agile, that is a question © OMEC Sp. z o.o. 21

 Scrum - is it a good Agile (2)?
▪ Many "interpreting" books; no single "bible" what Scrum is. The open
books provide contradictory details. At least three Exam Institutes provide
their exams and certificates on behalf of whom?
▪ Unclear what governance layers it describes: team, product development
or both.
▪ Does not provide an interface to the project management layer.
▪ Does not include day to day business roles (e.g. business roles do not
participate in daily scrums). In practice, business does not perceive Scrum
as their method but a method of IT.
▪ Focuses on single products (e.g. software) not business holistic solution.
▪ Business Case not used in taking decisions. Benefits assessment is not
considered at all.
▪ No recognition of work needed in early stages to create a baseline of
"high-level" requirements.
▪ No tailoring tools and recommendations.

To Scrum, or to Agile, that is a question © OMEC Sp. z o.o. 22

 Typical observations on using Scrum
▪ Likely Scrum is not a corporate method - is used only by IT.
▪ Likely corporate methods of portfolio, programme, project and
team management do not exist at all.
▪ Scrum team is often confused with IT team (e.g. team of
programmers).
▪ Business roles are not actively engaged - Scrum is used to create a
"controlled" wall between the business and IT (likely conflicts, culture
of "them and us"). Business does not feel ownership of an initiative
(e.g. "IT project").
▪ Many needed products are not created at all as the focus is on IT -
not a holistic approach.
▪ Business justification is not used when taking decisions (priorities
are likely set by IT).
▪ Benefits realized from the initiative are not guided to not assessed.

To Scrum, or to Agile, that is a question © OMEC Sp. z o.o. 23

 AgilePM ® (1)

Philosophy

Principles

Practices
Products
Process

People

Common sense and pragmatism

© Agile Business Consortium

To Scrum, or to Agile, that is a question Reproduced from AgilePM® Agile Project Management Handbook © OMEC Sp. z o.o. 24
 AgilePM ® (2)
▪ Clear ownership of Agile Business Consortium (DSDM) - one of the
oldest Agile approaches. APM Group is the only certifying body.
▪ Guides project and team management layers.
▪ Provides clear interface up to programme/portfolio and down to
product development.
▪ Covers management, business and technical roles at the level of
project and team.
▪ Focuses on "Evolving Solution".
▪ Business Case driven at the level of project and team. Benefits are
assessed during and post-project time.
▪ Guides a project from early stages.
▪ Provides tools for tailoring a project.

To Scrum, or to Agile, that is a question © OMEC Sp. z o.o. 25

 AgilePM® and AgileBA®

AgilePM® AgileBA®

To Scrum, or to Agile, that is a question © OMEC Sp. z o.o. 26

 AgilePM principles

1. Focus on the business 5. Build incrementally

need from firm foundations
2. Deliver on time 6. Develop iteratively
3. Collaborate 7. Communicate
4. Never compromise continuously and
quality clearly
8. Demonstrate control

To Scrum, or to Agile, that is a question © OMEC Sp. z o.o. 27

 People
Business
Sponsor

Project Level

Business Project Technical

Visionary Manager Coordinator

Technical Business Business

Advisor Analyst Advisor

Solution Development Team

Supporting
Suppor

Business Solution
Business interests
Team Leader
Ambassador Developer

Solution/technical interests
ting

Solution
Management interests
Tester

Workshop DSDM
Process interests
Facilitator Coach

© Agile Business Consortium

To Scrum, or to Agile, that is a question Reproduced from AgilePM® Agile Project Management Handbook © OMEC Sp. z o.o. 28
 Process

© Agile Business Consortium

To Scrum, or to Agile, that is a question Reproduced from AgilePM® Agile Project Management Handbook © OMEC Sp. z o.o. 29
 Moving from Scrum to AgilePM

To Scrum, or to Agile, that is a question © OMEC Sp. z o.o. 30

 False prophets
▪ Beware of false prophets, who come to you in
sheep's clothing, but inwardly are ravening wolves
[Matthew 7:15]

▪ But false prophets also arose among the people,

just as there will be false teachers among you, who
will secretly bring in destructive heresies
[Peter 2:1]

▪ And many false prophets shall rise, and shall

deceive many
[Matthew 24:11]

To Scrum, or to Agile, that is a question © OMEC Sp. z o.o. 31

 How to recognize true and false prophets - test your spirits

▪ Beloved, do not believe every spirit, but test the

spirits to see whether they are from God,
for many false prophets have gone out into the
world
[John 4:1]

▪ Test your spirits! - by referring to the Best

Practices, Accredited Trainings, and Approved
Experts.

To Scrum, or to Agile, that is a question © OMEC Sp. z o.o. 32

 Enrich your faith and grow in certified maturity of Axelos
Best Practices

COMMON GLOSSARY

GUIDANCE

Management Management Portfolio, ITIL Resilia

of Risk of Value Programme
(M_o_R) (MoV) and Project
Offices
Portfolio, (P3O)
Programme
and Project ITIL
Management Maturity
Maturity Model Model
(P3M3)
Portfolio management (MoP)

Programme management (MSP)

Project management (PRINCE2, PRINCE2 Agile)

Copyright ©AXELOS Limited 2013. Material is reproduced under licence from AXELOS Limited. All rights
To Scrum, or to Agile, that is a question reserved. © OMEC Sp. z o.o. 33
 Enrich your faith and grow in certified maturity of Agile
Business Consortium

To Scrum, or to Agile, that is a question © OMEC Sp. z o.o. 34

 Benefits of professional education
▪ International certificates for your career
▪ Ability to speak professional language
▪ Ability to recognize true and false prophets
▪ Ability to see things in a "helicopter view"
▪ Skills to create controlled environment for
successful project initiatives
▪ Expertise in business change - how to improve P3
management in your organization and in your
country

To Scrum, or to Agile, that is a question © OMEC Sp. z o.o. 35

 AgilePM & AgileBA
Foundation training & certification

Kiev 18-20 June 2018

(C) OMEC Sp. z o.o.

 To Scrum or to Agile?
krzysztof.malus@omec.pl

The quality of a question is not judged by its complexity but by the complexity of thinking
it provokes.
[Joseph O'Connor]
(C) OMEC Sp. z o.o.