Agile PM Process Grid–7.7 Process Tailoring (1)

In John Stenbeck’s book “PMI-ACP and Certified Scrum Professional Exam Prep and Desk Reference”, he creates an “agile project management process grid” which describes 87 processes used in agile project management.   These processes are divided into five process groups (Initiate, Plan, Iterate, Control, and Close), which are analogous to the five process groups in traditional project management, and seven knowledge areas which can be mapped, more or less, onto the ten knowledge areas in traditional project management.

The previous posts have covered the “Initiate”, “Plan”, “Iterate”, and “Control” process group of an agile project.   Now I am focusing on the “Close” process group.   I first want to define what I mean by that term of “process group”.   Why do I use this instead of the word “phase”?    Phase implies a sequence that goes more or less from one set of processes to another.   In reality, after the initiate and plan process groups, an agile project actually shuttles back and forth between the “iterate” and “control” process groups.   However, although a traditional or waterfall project always ends with the “Close” process group,  the “close” control group in agile also refers to those activities which are done at the close of an iteration and not just of the product itself–such as the process 7.7 Process tailoring.

This process is the last of the 87 processes that John Stenbeck describes in his book.    Having learned all of the agile processes, it is now time to go beyond them–meaning to incorporate processes from waterfall or traditional project management if it is warranted.

The first post will discuss hybrid projects in general, i.e., those that incorporate elements of both agile and other  methodologies.    The second post will cover process tailoring in order to meet the needs of the organization, and the third post will cover process tailoring in order for the organization to meet external standards.

John Stenbeck goes through some statistics in his book to show that the future of project management is running hybrid projects.   According to the person I took the Certified ScrumMaster course from, one of the latest trends within agile is combining iteration-flow approaches like Scrum with continuous flow approaches like Kanban.

An even larger trend is to combine Agile and waterfall project management methodologies.    This is important for many reasons which will be explored in depth in the next two posts.    Suffice it to say that the reason for this trend comes down to one key fact:   even if your team speaks agile, much of the world still speaks waterfall and you as the ScrumMaster will need to learn to speak both “languages” in order to translate between your team and the world!

The next post starts to get into exactly WHY such “process-tailoring” is needed, in particular, to conform to the needs of the organization.



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