I’m Charlie Rudd, CEO of SolutionsIQ, an Agile company. I’m interested in learning better and better ways to unleash the power of teams by applying Agile management principles and practices throughout the enterprise.
In my last post, I closed with the following:
The PMI has embraced Agile project management and is the first to admit that by doing so they enrich the entire project manager community of practice. Does PMBOK have anything to offer the Agile community of practice?
A great way to begin asking this question is to review The Software Project Manager’s Bridge to Agility. The authors compare the traditional (PMBOK) approach and the Agile approach to software project management. It becomes quite clear that for most of the traditional project management functions (e.g., scheduling, estimating, task management, etc.) there is a corresponding Agile approach. However, when it comes to how, who, when and to what degree these functions are performed there are big differences.
It’s also true that project management functions generally cannot be mixed and matched between the Agile and traditional approach.
We hear a lot from our market analyst friends that Agile adoption has entered the mainstream. But how much faith can we really put in their words? After all, a big part of their mission is to make as big a market splash as possible for new ideas and concepts, especially when technology companies are eager to pay to position their latest, greatest mousetrap.
Certainly there are anecdotal signs of increasing agile adoption, but are Agile practices now mainstream practices? Has Agile crossed the chasm? And if a tipping point has been reached, how would we know? Well one big indication is the new Project Management Institute (PMI) Agile Certification.