Software development comprises several processes to produce the final product. Along with the development cycle, there are models which serve as guides in the software development process. Scrum is an example. In the corporate world, the Project Management Institute (PMI), the internationally recognized organization of project managers, created the Project Management Body of Knowledge (PMBOK) for the sole purpose of higher chance of project succession rate. Let us deal with Scrum and PMBOK in the following section.
First and foremost, Scrum is a combination of a values and tools based on the agile method aiming at delivering software projects. Scrum values and artifacts are clearly defined and not following them means you’re not doing Scrum. [1] PMBOK, on the other side, is a set of guidelines that have been identified as being critical for successful projects delivery. It is up to the project manager, together with the stakeholders, to define what processes should be used and to which degree.
Scrum maps out to the PMBOK guidelines since even though scrum is said to be agile or fast when it comes to its processes or stages, it still manages to follow the areas indicated in the PMBOK. Areas such as Integration, Scope, Time, Cost, Quality, Risk, Procurement, Human Resources, and, Communication are followed or is executed in scrum, only with a different vocabulary. All the values and artifacts present in Scrum fit in the PMBOK Knowledge Areas: Sprint planning, Sprint review, product backlog, estimations, team building, doing the risky stuff first, defining ‘done’, close customer relationships, measuring success, daily Scrum, iterative planning; therefore it does fit in with the guidelines. It all depends to the project manager, together with the stakeholders, to define how all these areas should play together.
Both are embracing change. Scrum embraces change by allowing features to come in and out of the Backlog while in the PMBOK, any changes in the plan or project are documented, reviewed by a defined set of people, and are added to the WBS (Work Breakdown Structure) along with updates of the various baselines such as scope and costs. This is another point on why Scrum fits in with the PMBOK.
Project management is about making things happen. [2] Good project management is what makes the real work a success. Bad or missing project management can taint and nullify the efforts of even the most talented people. It doesn’t matter how brilliant your work is if the project as a whole is twice as ex¬pensive as intended, or a year late. This is not to say that the real work isn’t import-ant—it is still the core of any project. No project manager can make mediocre work into an awesome end result. But fantastic work can be overlooked if the project management required to deliver the whole isn’t there. Projects are successful because of the people that make them. The project manager needs to understand this in order to define the project values, together with the team, that will drive how the project will be executed.
References:
[1]. http://www.njamin.org/blog/scrum/pmbok-vs-scrum-205.php
[2]. http://www.scribd.com/doc/4928349/THE-PRINCIPLES-OF-PROJECT-MANAGEMENT
First and foremost, Scrum is a combination of a values and tools based on the agile method aiming at delivering software projects. Scrum values and artifacts are clearly defined and not following them means you’re not doing Scrum. [1] PMBOK, on the other side, is a set of guidelines that have been identified as being critical for successful projects delivery. It is up to the project manager, together with the stakeholders, to define what processes should be used and to which degree.
Scrum maps out to the PMBOK guidelines since even though scrum is said to be agile or fast when it comes to its processes or stages, it still manages to follow the areas indicated in the PMBOK. Areas such as Integration, Scope, Time, Cost, Quality, Risk, Procurement, Human Resources, and, Communication are followed or is executed in scrum, only with a different vocabulary. All the values and artifacts present in Scrum fit in the PMBOK Knowledge Areas: Sprint planning, Sprint review, product backlog, estimations, team building, doing the risky stuff first, defining ‘done’, close customer relationships, measuring success, daily Scrum, iterative planning; therefore it does fit in with the guidelines. It all depends to the project manager, together with the stakeholders, to define how all these areas should play together.
Both are embracing change. Scrum embraces change by allowing features to come in and out of the Backlog while in the PMBOK, any changes in the plan or project are documented, reviewed by a defined set of people, and are added to the WBS (Work Breakdown Structure) along with updates of the various baselines such as scope and costs. This is another point on why Scrum fits in with the PMBOK.
Project management is about making things happen. [2] Good project management is what makes the real work a success. Bad or missing project management can taint and nullify the efforts of even the most talented people. It doesn’t matter how brilliant your work is if the project as a whole is twice as ex¬pensive as intended, or a year late. This is not to say that the real work isn’t import-ant—it is still the core of any project. No project manager can make mediocre work into an awesome end result. But fantastic work can be overlooked if the project management required to deliver the whole isn’t there. Projects are successful because of the people that make them. The project manager needs to understand this in order to define the project values, together with the team, that will drive how the project will be executed.
References:
[1]. http://www.njamin.org/blog/scrum/pmbok-vs-scrum-205.php
[2]. http://www.scribd.com/doc/4928349/THE-PRINCIPLES-OF-PROJECT-MANAGEMENT
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