The Project Management Institute (PMI) has made significant strides in acknowledging the importance of agile methodologies. A key outcome of this shift is the Agile Practice Guide, a collaborative effort between PMI and the Agile Alliance. This guide represents a notable development for project management professionals and anyone interested in understanding how agile principles intersect with traditional project management frameworks. Originally detailed in a longer analysis, this article summarizes the crucial aspects of the PMI Agile Practice Guide and its implications for the future of project management.
Why the Agile Practice Guide Matters
The Agile Practice Guide signifies a pivotal change in PMI’s perspective and approach to project management. Its importance stems from several key factors:
- Agile’s Enduring Relevance: The guide clearly indicates PMI’s recognition that agile methodologies are not a passing fad but a fundamental and lasting approach to project delivery. This acknowledgment is crucial for PMI’s continued relevance in a rapidly evolving project management landscape.
- Strategic Partnership: By partnering with the Agile Alliance, a well-respected authority in the agile community, PMI demonstrates a commitment to incorporating genuine agile expertise. This collaboration lends credibility to the guide and signals a willingness to learn from established agile practitioners.
- Exam Integration: The content within the Agile Practice Guide is now directly relevant to PMI certifications. The PMI Agile Certified Practitioner (PMI-ACP) exam is being updated to include questions sourced from this guide, replacing the previous reliance on twelve diverse sourcebooks. Furthermore, the Project Management Professional (PMP) exam is also evolving to incorporate agile-related questions based on the Practice Guide. This integration underscores the practical significance of the guide for certification seekers and practicing project managers.
A Critical Look at the Agile Practice Guide
While the Agile Practice Guide is a valuable resource, it’s important to approach it with a critical perspective. Here are some key observations:
- Potential for Overabundance: PMI publications are often criticized for their extensive detail, sometimes at the expense of conciseness. While currently at 167 pages, there’s a risk that the Agile Practice Guide could become overly comprehensive and less practical, mirroring concerns about the voluminous PMBOK Guide. Maintaining a focus on actionable guidance will be crucial for its long-term value.
- Project-Centric View: A significant critique of the guide is its inherent PMI perspective, which tends to frame everything within the context of “projects.” Agile, however, is more than just a project management methodology; it’s a mindset and a cultural shift. Many organizations successfully deliver products and services without rigidly defined “projects.” Agile’s emphasis on flexibility and continuous delivery can sometimes be at odds with a project-centric viewpoint.
- Hybrid Approach Ambiguities: The guide’s discussion of hybrid approaches, often termed “Scrummerfall” or “Waterfail,” raises concerns. The concept of mixing agile and waterfall methodologies can be confusing and potentially counterproductive. True agile frameworks like Scrum are designed to be implemented holistically for optimal effectiveness. Hybrid approaches, while sometimes necessary in transitional phases, can dilute the benefits of agile and create unnecessary complexity. The guide’s explanation of hybrid models lacks clarity and could be misinterpreted as advocating for less effective combinations.
- Earned Value in Agile – A Mismatch?: The inclusion of Earned Value Management (EVM) within an agile context is particularly contentious. EVM is a traditional project management technique focused on tracking cost and schedule performance against a baseline plan. Its applicability to agile, which prioritizes value delivery and iterative adaptation, is questionable. Many argue that focusing on “earned value” during an agile project misses the point. In agile, value is realized when a working product is delivered to the user and generates tangible benefits, not during intermediate project phases. Emphasizing EVM in agile may reflect a lingering traditional project management mindset that is not fully aligned with agile principles.
Accessing the Agile Practice Guide
To explore the Agile Practice Guide in detail, you have several options:
- Included with PMBOK Guide: The Agile Practice Guide is included as part of the free PDF download of the 6th Edition of the PMBOK Guide, available on the PMI website.
- Standalone Purchase: The guide can also be purchased separately in various formats, including print and digital, from PMI and major booksellers like Amazon.
For a more in-depth exploration of this topic, you can refer to a comprehensive analysis of the PMI Agile Practice Guide, offering further insights and perspectives.
