Mapping Agile to the Project Management Body of Knowledge (PMBOK®)


In his book on Agile Project Development entitled “PMI-ACP® and Certified Scrum Professional Exam Prep and Desk Reference”, John Stenbeck talks about how Agile fits into not only the PMBOK®, which is trademarked under the Project Management Institute, but under the other frameworks that exist in the world of Traditional and Agile Project Management.

1. Traditional Project Management

Let’s talk about traditional project management first.

The Project Management Institute is the industry leader (measured by the membership base) in traditional project management, with its PMBOK® framework.   John Stenbeck says that he thinks PMI remains the leader because of its extensive research grants and educational scholarships which extend and promote this framework.

There are other organizations in traditional project management, including

  • Prince2®
  • Association for Project Management (APM)–more prominent in the UK
  • International Project Management Association (IPMA)–more prominent in Europe
  • various universities (which issue certificates as well as degrees in Project Management)

2.   Agile Project Management

On the Agile side, however, there is a LOT more competition, because it is an emerging and less established field than traditional project management.

The Scrum Alliance is now the industry leader, because of its largest membership base.   The most recognized certification in Agile is the Certified Scrum Master®, but it also offers the Certified Scrum Product Owner® and Certified Scrum Developer® at the entry level, and Certified Scrum Professional® at the more experienced level.

In addition to the Scrum Alliance certifications, the other organizations are:

  • Scrum.org
  • PMI (with its new Agile Certified Practitioner certification (PMI-ACP®)
  • various universities (which issue certificates in Agile Project Management)

Although Scrum is an approach within Agile, Agile is broader than Scrum and includes other frameworks, of which the main ones are

  • Extreme Programming (XP)
  • Lean Software Development (LSD)
  • Feature Driven Development (FDD)

and the relatively smaller frameworks (in terms of the total market), which are

  • Crystal
  • Spiral
  • Dynamic Systems Development Method (DSDM)
  • Agile Unified Process (AUP).

Although Scrum Alliance’s Certified Scrum Master® certification is currently the industry leader, John Stenbeck says that he expects the new ACP (Agile Certified Practitioner) certification from PMI is eventually become the industry leader over the next few years.

Before John Stenbeck goes into all of the Agile frameworks above in Chapter 2 (Introducing Agile Project Management) of his book, he has a long digression on the relationship between the history of Lean manufacturing and Agile, because it shows not only the commonalities between them thematically, but it also points to one of the key reasons why John Stenbeck’s thinks that Agile will continue to grow in the project management community.    Most people have several preconceptions about Agile, one of the most common of which is that it is suitable for the IT application area, but not for other application areas.   The fact that many common ideas are to be found between Agile and Lean Manufacturing shows that Agile has a wide potential for application in manufacturing and other application areas.    The next few posts will cover this relationship between Lean and Agile…

Chicago Multicultural Connections Club


Tonight at the Chicago Multicultural Connections club, I gave a talk on the importance of learning a foreign language in today’s global economy, and I’m planning to give tips based on my experience in learning several foreign languages.

The contents of the speech are described in the last post.   I wanted to give my impressions of the hosts, the club, and the members in general.   When I was the Chief Project Manager for the Professional Development Day in 2014 for the PMI Chicagoland Chapter, I chose “The Third Coast Goes Global” as the theme of the all-day set of workshops.    I got the idea from a history of the city of Chicago called “The Third Coast,” the premise of which is that Chicago is rapidly becoming the third most internationally-connected city in the United States, despite the fact that it is in the heart of the Midwest.

The Chicago Multicultural Connections Club is geared for those professionals who have come to Chicago from other countries, and for whom English is often a second language, AND those professionals who live in Chicago who are interested in making connections with those from other cultures and countries.   I gave a talk there tonight on learning foreign languages, and it was obviously not a difficult task to convince them of the importance of this–rather I spent time comparing techniques that are better for adults who want to learn a foreign language efficiently.

There were people who originally came from Mexico, China, Ecuador, Austria, and Americans who have lived in Singapore, China, Germany, Japan and other places around the world.   But no matter the geography, they all the same mental geography, in that they were enthusiastic about the opportunity to cross cultural and linguistic boundaries.   I hope that I can join the club sometime in the future, because the members seem like “my kind of people.”

Amy Segami and Paula are the co-founders of the group, and they both are passionate about creating an opportunity to make Chicago and even more international city than it already is.    I know Amy Segami from the Windy City Professional Speakers Club, and I appreciate her generosity in setting me up with this opportunity to speak for her Chicago Multicultural Connections Club.    She is a very experienced speaker, and she gave me valuable pointers on how to reorganize my material so that even more impact.

The audience consisted of about a dozen or so people, and the setting  with the scattered tables, chairs and couches was more conducive to conversation than a typical lecture room with rows of chairs.     When I opened up the part of the talk about foreign language learning techniques, I got a lot of participation, and there were a lot of questions at the end.

As a speaking experience, I would say it went as well or even better than I had imagined it, and there were no technical glitches or any problems that marred the experience, at least for me.    I am exhausted after returning home from the presentation, but I am very happy because I made quite a few multicultural connections of members in the club, and I gained valuable experience as a speaker.    I had been the Master of Ceremonies twice, but giving an hour-long presentation is a lot longer and more varied speaking experience than I have ever had before.    But I saw it not as an hour-long speech plus a Q&A session, as much as a series of mini-speeches than I strung together and practiced separately so that the whole thing came off seamlessly.    I know in the future I can handle speaking engagements of this length without any difficulty, and I look forward to my next opportunity!

Becoming Fluent in a Foreign Language


Tomorrow at the Chicago Multicultural Connections club, I’m giving a talk on the importance of learning a foreign language in today’s global economy, and I’m planning to give tips based on my experience in learning several foreign languages.

There is a new book out by MIT Press called “Becoming Fluent:   How Cognitive Science Can Help Adults Learn a Foreign Language” by Richard Roberts and Roger Kreuz.    In that book they dispel three myths about learning a foreign language.

Myth 1:   Adults cannot acquire a foreign language as easily as children.

Children do have 2 distinct advantages over adults in learning a foreign language; they can learn native accents more easily, and they are less self-conscious and have fewer self-limiting beliefs, like the belief that … adults cannot acquire a foreign language as easily as children.    Children know how to manipulate symbols, but adults know how to manipulate rules, and that gives them a cognitive advantage in learning another language that not only has new symbols, but new rules as well.

Myth 2:  Adults should learn foreign languages the way that children do.

Adult brains are different than children’s brains; they are wired differently, so trying to learn foreign languages the way that children do, by just imitating what they hear, and relying on trial and error, is going to make the process more difficult and more frustrating for an adult.

Myth 3:  When learning a foreign language, try not to use your first language.

Although the “total immersion” method is popular, it keeps you from using your own native language as a natural lever to get you to the “other side”.

Here are some tips on learning a foreign language.

  1. Determine what is realistic–use the Common European Framework of Reference for a goal
  2. Go public with your goal–write a blog, tweet your goal, or mention it in an e-mail or post to a group
  3. Find a study buddy–Italki, Meetup, etc.
  4. Study at the same time each day–Duolingo is a good resource here
These are the myths about learning a foreign language, the tips I intend to talk about, and a preliminary set of resources, which I will pass out at the presentation tomorrow.    I will have an “after” post to describe how the talk was received.

Comparing the Process Groups and Knowledge Areas between Traditional and Agile Project Management


One of the first things I have those who attend my online PMP study group do is to memorize the names of the 5 process groups and 10 knowledge areas from the PMBOK Guide–there are 5 process groups and 10 knowledge areas.    This is a prelude for them to learn the 47 PM processes and where they go on the Traditional PM Processes Grid.   This grid is formed when you put the 5 process groups across in columns and the 10 knowledge areas down in rows.    Memorizing this grid is part of the initiation ritual for those who want to pass the PMP exam.    Why?   Knowing the names of the processes and their proper order to the extent that you can reproduce on a piece of paper in 10 minutes or less is a key skill to learn for preparing for the exam.    It helps you in many ways, for example, in situational questions involving “what do you next?”, it is important to identify what process you are in now and then realize from the grid what process you are heading towards next.    Putting this in an external form like a piece of paper allows your mind to use that processing space to focus on the details of the question, as if you were clearing RAM on your computer.

As I study Agile Project Management using John Stenbeck’s book “PMI-ACP and Certified Scrum Professional Exam Prep and Desk Reference,” I see that there is an Agile PM Processes Grid at the end of the 2nd chapter.    This immediately caught my eye and i wanted to compare this grid with the Traditional PM Processes Grid as found in the PMBOK Guide.

Here are the five process groups in Traditional and Agile PM.

TRADITIONAL Initiating Planning Executing Monitoring &
Controlling
Closing
AGILE Initiate Plan Iterate Control Close

Notice how the Initiating, Planning, and Closing are the same between the three (using the normal verb form in Agile rather than gerund or noun form used in Traditional).   Monitoring & Controlling is shortened to Control, and then Executing is replaced by Iterate.    In reality traditional PM also goes back and forth between Executing (doing the project work) and Monitoring & Controlling (checking the project work), but this “back and forth” pattern is emphasized in Agile with the word “Iterate”.   So far so good; these two sets of process groups correlate pretty clearly.    Now let’s go on to the knowledge areas.

TRADITIONAL AGILE
Integration External Stakeholders Engagement
Scope Value-Driven Delivery
Time Adaptive Planning
Cost Team Performance
Quality Risk Management
Human Resources Communication
Communications Continuous Improvement
Risk
Procurements
Stakeholders

Note that this is just the order that the knowledge areas are listed in.    There are 10 knowledge areas for Traditional PM, and 7 knowledge areas for Agile.     How do these knowledge areas correlate?     Well, here’s my best attempt to put those knowledge areas in Traditional PM next to their Agile counterparts.

TRADITIONAL AGILE
Integration (various knowledge areas)
Scope Value-Driven Delivery
Time Adaptive Planning
Cost Adaptive Planning
Quality Value-Driven Delivery,

Continuous Improvement

Human Resources Team Performance
Communications Communication
Risk Risk Management
Procurements N/A
Stakeholders External Stakeholders Engagement

You can see it’s not a neat, one-to-one mapping as with the process groups, mainly for the reason that there are 10 knowledge areas in Traditional PM and 7 knowledge areas in Agile PM.

Let’s take the Agile knowledge areas as they appear in the original order and discuss how they correlate.

  1. External Stakeholders Engagement–this obviously correlates with Stakeholder Management in Traditional PM, but notice that it is the first knowledge area rather than the last one as in Traditional PM, which shows the priority that Agile places on feedback to and from the customer throughout the entire set of Agile Processes
  2. Value-Driven Delivery–This covers Scope Management in traditional PM.  In that quality is considered creating a product whose technical characteristics fulfill the functional requirements gathered from the customer, this covers the quality control portion of the Quality Management knowledge area in Traditional PM
  3. Adaptive Planning–This covers the Time and Cost Management knowledge areas in Traditional PM
  4. Team Performance–This covers the Human Resources Management knowledge area in Traditional PM
  5. Risk Management—This covers the Risk Management knowledge area in Traditional PM
  6. Communication–This covers the Communication Management knowledge area in Traditional PM
  7. Continuous Improvement–This covers the quality assurance portion of the Quality Management knowledge area in Traditional PM, rather than the quality control portion which falls more under Value-Driven Delivery knowledge area in the Agile PM Processes Grid.

One additional comparison needs to be made, and that is the difference between the Agile PM Processes Grid and the domains listed by PMI that are covered by its PMI-ACP exam.   This comparison is below.

AGILE KNOWLEDGE AREAS PMI-ACP DOMAINS
1. Agile Principles and Mindset
2. Value-Driven Delivery 2. Value-Driven Delivery
1. External Stakeholders Engagement 3. Stakeholder Engagement
4. Team Performance 4. Team Performance
3. Adaptive Planning 5. Adaptive Planning
5. Risk Management 6. Problem Detection and Resolution
7. Continuous Improvement 7. Continuous Improvement
6.  Communication (included in 4, 5)

How do these compare?     Well, the PMI-ACP Domain of “Agile Principles and Mindset” is kind of like the first three chapters of the PMBOK that explain the concepts behind Traditional Project Management.   The other PMI-ACP Domains map pretty well to the Agile Knowledge Areas in the “Agile PM Processes Grid” with two notable exceptions.

Risk Management is a part of problem detection and resolution, but the “resolution” portion of the PMI-ACP Domain also includes the implementation of continuous improvements that are proposed in domain 7.    And Communication is a VERY important Agile Knowledge Area.   The reason why it is not included in the PMI-ACP list of domains is not because PMI doesn’t consider communication important for Agile, rather it is SO important it is hard to confine it to one domain.    It shows up in tasks that are in domains 4 (Team Performance) and domain 5 (Adaptive Planning) for the most part, but to a lesser extent in other domains as well.    It is “omnipresent” within all of the other domains, let’s put in that way.

I hope this post is helpful, and if any readers have any suggestions or questions on these comparisons, please let me know.    After I go through the remaining material in chapter 2, “Introducing Agile Project Management” (part of the “Agile Principles and Mindset” domain on the PMI-ACP exam), I will list the actual processes in the grid.

Executing and Controlling a Project in Agile vs. Traditional Project Management


In a post two days ago called “The Triple Constraints …”  I explained how John Stenbeck in the second chapter of his book “PMI-ACP and Certified Scrum Professional Exam Prep and Desk Reference” showed the difference between how the triple constraints are handled differently during the planning process in agile project management versus the way they are handled in traditional project management.

In this post, I would like to explain his next topic, which shows the difference between the way that agile and traditional project management handle two other phases of project management, executing and monitoring/controlling.

As mentioned in the earlier post, of the triple constraints, scope is the one which is the focal point of planning under traditional project management, where it is as well-defined as possible, and the other constraints of cost and time are determined based on the resources available.     However, in agile project management, the time and the cost are the well-defined constraints, and the scope is determined based on those resources.    So rather than the work package, the unit of scope if you will in traditional project management, the work period or timebox is the unit of time used to manage product development cycles in agile project management.

Just as in traditional project development, you take the final deliverable and break it down with the decomposition method into smaller and smaller deliverables until you get to the level of work packages, timeboxes in agile project management can also be broken down.    Let’s look at the various levels of timeboxes in agile.

Level 1–Roadmap

A roadmap is used in agile project management to align the shorter development cycles with a desired future business result.   They are the equivalent of a portfolio plan in traditional project management.    Roadmaps are composed of release plans.

Level 2–Release Plan

A release plan is used in agile project management to guide development of sets of features that represent a component of the overall product solution.    Often, release plans represent the point at which deliverables can be used or implemented by customers.    Release plans are composed of iterations plans or iterations.

Level 3–Iteration

Iteration plans or iterations are timeboxes in the sense that they are units of time defined as either two, three, or four weeks, depending on the organization’s norms or rules.   Having a fixed unit of time for the iteration helps with stability, which allows the team to improve quality steadily over time.    Within each iteration, user stories are developed which are descriptions of work efforts for specific features or components that will be created by the agile team during the iteration.    User stories are probably most comparable to a combination of work packages and activities in traditional project management.

In traditional project management, deliverables are broken down through the decomposition process into work packages in Create WBS (process 5.4) in the Scope Management knowledge area.   Work packages are the smallest unit of deliverable, that is, tangible features or components that will be created.    Then, in the Time Management knowledge area, in Define Activities (process 6.2), the activities are listed which will create the work packages.    Work packages are nouns, activities are verbs.

However, in agile project management, both the description of the specific features of components that will be created by the agile team and the work effort  needed to created them are combine in the user stories.    Sometimes, the user stories can be broken down into tasks used to fulfill each user story.

Within each iteration, there are three feedback cycles.

  1. Daily meeting (sometimes referred to as a “stand-up meeting” or “Scrum meeting)–synchronizes the daily activities of all of the team members, and allows measurement of daily work progress against the iteration plan.
  2. Review meeting–at the end of each iteration timebox, this is a product-centric meeting which presents the completed deliverables to all interested stakeholders so that they can give feedback on how well it meets their needs and expectations.
  3. Retrospective meeting–again at the end of each iteration timebox, this is a process-centric meeting where the agile team, Scrum Master (the project leader), and Product Owner (the project’s key stakeholder) discuss process improvement ideas in order to produce better work products, reduce errors, and/or improve communications.

So the iteration plans are rolled up into release plans, which are rolled up into roadmaps.   This is the decomposition of timeboxes that is characteristic of agile project management methodology, as opposed to the decomposition of scope that is characteristic of traditional project management methodology.

A Time to Remember–14 Years Ago Today


For my Toastmasters Club, I wanted to do a speech to memorialize the events that had happened on September 11, 2001 as I remembered them from my vantage point in midtown New York City.    I originally had thought of doing it as a narrative, but then an improvisation workshop I  took at a Toastmasters Leadership Institute session gave me the idea of doing is a play, recreating the events and dialogue I had with co-workers and family.    

It was a lot more effective to act out the events of the day rather than simply describing them.    I wanted to get across two key ideas, that humor can help you distance yourself from painful events to help you survive them, and that something positive can be gained from adversity with an attitude of gratitude.

Time to Remember

(Stepping out to audience, and singing these lyrics of “Time to Remember” from The Fantastiks )

Try to remember the kind of September when you were a tender and callow fellow

Try to remember and if you remember then follow … follow follow follow

(beckoning to audience in “follow me” gesture, sitting down in chair)

(Picks up imaginary telephone) Hello, this is Mitsubishi Motors, can I help you? (Suddenly smiling and relaxing) Oh, Dad! Why are you calling me here in New York so early? It must be only 7:00 AM there in Chicago—oh, slow down, slow down. (Sitting forward, with worried look.) Oh you were watching CNN when you saw a report of … what? A plane hit the World Trade Center? John’s company is in one of those buildings, you know. Did you call him? You got a busy signal. Okay, I’ll call him and then call you back. Oh, speaking of planes, did Mom get on her plane yet? Well, call her while I’m calling John.

(reaches for telephone) First, I’d better tell Ken about this—he’s the only with a TV in his room. (Getting up, knocks on imaginary door in center stage.) Sorry, Ken—this is an emergency. My Dad called from Chicago and said he saw on television that a plane had hit the World Trade Center. You’d better turn the TV on to find out what’s going on. (Now looking to left at imaginary TV.)

Watches TV—I have no idea what kind of plane it was, but it must be one hell of an accident. (Puzzled look, and then shakes head in noncomprehension.) What? A second explosion? Where did that come from? A second plane (“oh my God” look forming on face)? You know what this means, don’t you. I’ve get to tell our boss.

(stepping back, folding hands in calm gesture and speaking directly to the audience)

At this point, we knew it was a terrorist attack, not an accident. I tried calling my brother John, but there was no answer; all communication was now cut off. It turns out his company, Marsh & McLellan, was in the center of where the plane hit in the North Tower. I knew he was safe because he didn’t work in that building, but rather in a building in Midtown Manhattan near where I worked. It was my mother I was worried about, because as far as I knew, she was getting ready to board a flight heading from the East Coast to Chicago.

(Moving forward and talking in center stage at same colleague’s “door” as before.)

I heard the secretary next door started a rumor that they “got the Sears Tower in Chicago” (imitating New York accent). Did they attack it or are they just evacuating it?  What is it, Ken? What’s happening to the South Tower? (looking at TV, staring in horror, as hands slowly cover face)

For months after seeing the South Tower fall in September 11, I had a recurring nightmare. I’m in an office building, and there’s a rumbling like an earthquake. I look outside the window and the high-rise buildings next to us inexplicably start shooting upward. And then, I realize that they are not shooting up in the air—it is our building that is falling to the ground, and I have only a few seconds to live … and then I wake up in a cold sweat.

I finally went to a hypnotherapist and he found under hypnosis that during that time when I saw the building fall, I empathized with those poor people who were about to die to the point that I identified with them. That’s why in my imagination I joined them in their final moments.

Yes, Hase-san. Major Guiliani as just given the evacuation has just been ordered.  One problem: there’s no public transport going in or out of Manhattan. I guess we’ll have to walk to the bridge, cross it and take transport on the other side. Hai, gambarimasho. Yes, let’s all persevere.

On the way back home, as I crossed the bridge from Manhattan to Queens, I saw the two gaping wounds in the Manhattan skyline pouring out smoke. I had the same feeling many had that day that we had just experienced the Pearl Harbor of our generation.

Oh, I’m so thirsty, thank Heaven for 7-11. (Tries door, face showing surprise) How could a 7-11 be closed? Wait a minute–there’s a sign … “closed due to terrorist attack”. Oh, for goodness sake. Why, did they think they were next? That’s what I call delusions of grandeur.

I can just see it now, Osama bin Laden is in a cave somewhere saying, “well, did you get the World Trade Center?” “Yes, we did!” “What about the Pentagon?” “Yes, we did!” “What about the 7-11 in the mini-mall in Queens?” “Uh, no, we didn’t!” “Son of an infidel! You’d better get it next time!” (Laughs at ridiculous image.)

I realized just then that I had laughed for the first time since all of this started. Of course I wasn’t laughing at the terrorist attack, I was laughing at fear. It was suddenly as if a fog lifted, and I realized, if I can laugh at fear, I can survive and move forward. I walked home the rest of the way.

(Hands in prayer position) Hey, I know you’re busy today, but you’re the only one who hasn’t given me a busy signal all day. Please make sure my brother and mother are okay, that’s all I ask. (phone rings) Dad! (points thumb up to ceiling in “OK”gesture). Oh, I’m so glad to hear your voice. I just got in. Is Mom okay? Oh, her plane got grounded. Yeah, she and thousands of other people. Oh, well, at least she’s okay. And John? I’m sure he sounded shaken, considering … Poor guy! Well, Dad, at least all in the people in your family are still alive. I really appreciate you calling. I love you, Dad! (looking upward and mouthing the words) Thank you.

(getting up and singing final verses from “Time to Remember”

Deep in December it’s nice to remember without the hurt the heart is hollow

Deep in December it’s nice to remember the fire of September that made us mellow

Deep in December our hearts will remember and follow …

The Triple Constraints–How they are Handled Differently in Traditional and Agile Project Management


In John Stenbeck’s book “PMI-ACP® and Certified Scrum Professional Exam Prep and Desk Reference”, in the second chapter “Introducing Agile Project Management”, he has a section called “Agile Planning and Estimating” where he has an elegant explanation for one of the most frequently asked questions about Agile, namely, “how do Traditional and Agile Project Management differ in their approach to project management”?

He does this by showing how the two approaches differ with respect to how they manage the “triple constraints” on a project, namely, scope, time and cost, which are represented by the triangle below.

TripleConstraints

1.Traditional PM Assumptions

In traditional project management, your first assumption that the scope needs to be as well-defined as possible.    Once this is done, then the planning process consists of estimating the cost and time it will take to complete that well-defined scope.

So in traditional PM, the archetypal problem for project managers is “scope creep”, meaning uncontrolled or continuous scope.   Because the changes in one constraint normally affect a change in the other constraints, this means that the resources required to complete the project will be ever expanding as well.    Of if you are not allowed additional resources by management, you will have to do more and more with less and less, which creates an undue burden on the project manager and the project team.

2. Agile PM Assumptions

In agile project management, your first assumption is that the customer has a well-defined date and cost constraint in mind in the very beginning.    Here, the planning process can be flexible with regards to the slope, and the object of the project team is to prioritize those features which add the most value to the customer.

How is this done?    By using agile techniques to get the customer involved in the process so that the plan can reflect on external realities which may change during the course of the project.

Because the focus is on a fixed cost and time, and a variable scope, rather than a fixed scope, and a variable cost and time constraint, agile can be seen as literally turning traditional project management on its head.    It uses as its starting point the throwing out of the first assumption of traditional project management, namely, that the scope can be well-defined in advance of the execution of the project.    By giving up trying to capture such a mythical creature as a “well-defined scope”, agile project management looks at scope in a much more realistic way, as subject to negotiation between the customer and the company.

This explanation shows how different the traditional and agile project management methodologies differ.   The two approaches differ not just in methodology, but terminology as well.    In the next post, I will discuss the way that agile management differs from traditional project management when it comes to executing and controlling a project.

10 Questions Answered about the Project Management Institute’s Professional in Business Analyis (PMI-PBA) Certification


This evening at the September dinner meeting of the Chicagoland chapter of the Project Management Institute, we had Dayle Bayer give a presentation entitled “The Quick Start Guide to Getting Certified in Business Analysis”, about the relatively new certification from PMI, the Professional in Business Analyis certification (PBA).   She gave a talk about the requirements for the certification, and what kind of career opportunities it would open up for those who obtained it.    Here are many questions that came up both in her talk and in the Q&A session that followed it.

1. What is the experience requirement for the PBA?

4,500 hours of business analysis experience, and 2,000 hours working on project teams.    You can double up on these requirements, so if some hours on project teams were related to business analysis, those hours can count for both categories.    NOTE:   This is if you have a college degree; you need 7,500 hours of business analysis experience if you don’t have a college degree.

2.  How difficult is the test compared to the Project Management Professional (PMP) exam?

It’s the same level, in the sense that there are 200 questions which you have 4 hours to answer.    Like the PMP, there are situational questions, but unlike the PMP, there are no questions involving calculation.

3.  Why did PMI feel the need for introducing the PBA?

In an analysis of the various root causes for project failure, PMI found out that 47% of projects that fail had poor requirements, so that even if a project was a “success” in terms of being on time and within the budget, the customer was not satisfied with the final deliverable because it did not meet what they felt were the requirements that they had conveyed to the company.

4.  What domains are covered by the PBA?

Just as in the PMP, where there are five domains or process groups, there are five domains for the PBA which are listed as follows, followed by the percentage of questions (on average) that the test will comprise in each domain:

  1. Needs Assessment–15%
  2. Planning–20%
  3. Analysis–35%
  4. Traceability and Monitoring–15%
  5. Solution Evaluation–15%

5.  What are the benefits of the PBA?

For the test taker, greater employment opportunities.   For the companies that hire them, PBA’s are increasingly becoming an important form of “internal consultant”, because they can make sure project requirements reflect key strategic business initiatives.

6.  How many people have taken the PBA?

There are 400 people in PMI who have taken and passed the PBA exam, as opposed to 500,000 who have taken and passed the PMP exam.

7.  Is PMI the only organization that offers a certification in business analysis?

No, the International Institute of Business Analysts holds two certifications:

  • CCBA–Certification of Competency in Business Analysis (junior level certification)
  • CBAP–Cerified Business Analysis Professional (senior level certification)

In terms of experience levels, these are roughly comparable to the CAPM and PMP certification levels for project management in PMI.

8.  What is the best way to describe what a PBA will be able to do as a business analyst once certified?

He or she will be able to prevent problems before they happen, and translate between strategic business requirements originated at the C-suite level and the functional requirements of the various departments in the business.

9.  What is the difference between the focus of the CBAP certification run by IIBA and the PBA certification run by PMI?

The IIBA certification focuses on translating between customer requirements and the functional requirements of the company’s technical departments that will make the product for the customer.    The PBA certification focuses on translating between the business requirements of the company and the company’s technical requirements.    In the business world, both sets of skills are needed, one to keep the customer happy and the other to keep management happy.

10.  What are some tips on how to pass the PBA?

  1. Pick a target test date
  2. Create a study plan
  3. Refresh the purpose of the exam–what is your purpose and passion for studying business analysis?
  4. Make the unknown known (get a copy of the Business Analysis for Practitioners, which is free from the PMI website if you are a member)
  5. Don’t train for perfection–you don’t need 100%, but just to pass the exam (so aim for 80% or more on practice tests because the actual passing rate is 70%)

I appreciated the succinct but thorough introduction to the PBA for those project managers in the room who are increasingly called upon to serve in capacities that were traditionally thought to belong to business analysts.   The key to success nowadays is innovation, and that requires you to be ready to capture ideas and put them into practice.   The PBA can help you realize that ambition!

The Agile Dinner Party


In John Stenbeck’s book introducing Agile Project management entitled “”PMI-ACP® and Certified Scrum Professional Exam Prep and Desk Reference”, he opens his second chapter “Introducing Agile Project Management” with a simple example of an agile project from daily life, although it might be seen as such by those doing the project.

Dinner Party scenario

1.   Dinner Party idea and division of labor

Let’s suppose you and three other friends are hosting a dinner party together on Friday.   You decide to divide the work based on what you are good at making.   Let’s say you are Bill, and you just happen to have a talent for being a mixologist.  Your friend David is good at hors d’oeuvres, Cathy is good at main dishes, and Francine is the dessert expert.    Between the four of you, you have the culinary skills to make an entire course of dishes for the dinner party.    To make sure that the dinner party goes well, you aim for a set of meetings on Wednesday, Thursday, Friday and Saturday.

2.  Wednesday meeting–plan to acquire resources

On Wednesday, you and your friends decide the theme of the party, and what you will have on the menu for the drinks, hors d’oeuvres, entrees and desserts.   A shopping list is created for the menu created, a store suggested where the ingredients on the list will be bought, and each person will be responsible for buying the items from the respective store and bringing it to the next meeting on Thursday.

3.  Thursday meeting–preparation and logistics

On Thursday, you gather together the ingredients you purchased based on the shopping lists you created at the last meeting, and you do the pre-preparation for the party.     Any washing, chopping, peeling of vegetables and pre-preparation of any other foods (like sauce for lasagna) is done, and the results are stored in the refrigerator for the next day.

4.  Friday meeting–execution

You get to the place where the dinner party is supposed to take place–if it is the same place where the Thursday meeting was held, then you just need to get the ingredients from the refrigerator and prepare them while the others set the table, decorations, and make any other immediate preparations for the guests to arrive.    Then, it’s–party time!

5.  Saturday meeting–clean up, with retrospective

Of course, the immediate clean-up will be done right after the party is done, but your group decides to meet on Saturday to focus on how well the party went.

The first part of the meeting is where you review all of the e-mails and social media posts (Twitter, SnapChat, etc.) and decide how the guests received the party.    This is where you decide not just if the party was successful, but HOW successful it was.

The second part of the is a review of what went wrong and what could be improved for the next time your group puts on a dinner party.

Okay, now that I have a described preparation for a dinner party.   Let’s see how this illustrates some key concepts and challenges of Agile Project Management.

Agile Principle #1–The team must have the necessary skills to complete the project.    Notice how the four of you have different skills, all of which are needed to complete some part of a successful dinner party.    What would happen if your team didn’t have someone who, for example, could make great drinks for the party?    Then have someone on your team invite a friend to help, or if you have enough resources, hire a bartender!

Agile Principle #2–The team must be self-organized, highly-trusted, and accountable.    At the overall planning meeting, the various subsequent meetings are planned (called iterations in Agile Project Management).   There are four iterations planned, the meetings on Wednesday, Thursday, Friday, and Saturday.    That takes care of the organized part.   What about the “self” in “self-organized”.   This is not a group where you say, “okay, let’s have a dinner party,   David, Cathy, and Francine, here’s what I want you to do …”   There is no one person who is the “project manager” in the traditional sense of the word.    You are all organizing the party together as a team.   You are highly trusted within your circle of friends that they are willing to go to your dinner party because they believe there is a good chance that they will enjoy themselves.   And your group is accountable because you are having a meeting afterwards to listen to the guests’ comments about the dinner party and to make improvements so that the next party is even better.

Agile Principle #3–The dinner party project must be broken into interrelated, incremental deliverables.   This is done through the 4 meetings called iterations.   The first sets forth what resources need to acquired, the second takes those resources and assembles them to be ready for the third iteration.    The third iteration is the dinner party itself, which uses the resources prepared at the second iteration.   And finally, the fourth iteration is taking the responses of guests to what was the third iteration (the party).   So each iteration builds upon what happens at the previous one.    And the “incremental” part?    The output of each iteration is known technically in Agile Project Management as a “potentially shippable product increment”, which means that, if the project were delayed or even terminated at that point, the results of the iteration would still prove to have added value and could possibly be used in other projects.

For example, iteration #1 produces a shopping list, which could be used for future parties if this one is called off.    Iteration #2 produces pre-prepared foods such as sauces, etc., which might be able to frozen and then reused at a future dinner party if necessary.    Now, Iteration #3 is also a “release”, which means that the cumulative work of the iterations is delivered to the customers (your friends).   Iteration #4 is a “product-focused” review meeting–it focuses on the feedback from the customers (again, your friends) and this keeps your team accountable.   The second part of the meeting, the “retrospective” is “process-focused”, meaning that it identities ways to improve the process so that a future dinner party will have even better quality.    This makes the Agile Project Management process educational (through the “retrospective”) meeting and successful (through the “review” meeting).

I enjoyed John Stenbeck’s example, and my idea for a great workshop on Agile Project Management would include, as a practical example, having the participants create a “dinner” (or “lunch”) party for the following week, where the person who runs the workshop would introduce the concepts mentioned above so that people are learning Agile Project Management while actually doing a practical example–and, of course, having fun eating the results afterwards!

“What Color Do I See?”‘–Language Acquisition as the Gateway to Empathy


I was invited to give a presentation at the Multicultural Connections Club in downtown Chicago on the subject of learning foreign languages and its importance in our increasing global economy.    This is a preliminary version of my opening remarks on how I got interested in learning foreign languages and why I feel it is important for everyone in the public or private sector to start making the effort to learn a foreign language, even though some people say English is “the international language”.

I.  My Passion for Foreign Languages

My passion for foreign languages started at the early age of 5.   My mother’s younger brother, Leroy, got divorced and feeling restless, decided to answer an employment ad for an engineer at a company down in Honduras.    He lived in a town on the northern coast called La Ceiba, and after a while started acculturating himself to the people, the climate, and the language.   He married a Honduran woman named Hilda, and they came to the United States for a honeymoon tour.   He stopped at our house in a suburb of Chicago so he could introduce his new wife to my mother and my father.   My mother and Hilda were talking in the living room drinking coffee, while Leroy and my father were enjoying whiskey and smoking cigars in the dining room.    They were talking about the difference between life here in America and life in Honduras.

Braving the cloud of smoke surrounding the two, I approached my uncle and asked him what I thought was a good question.   “How come you live in a place that’s so far away?”   “Well, kid,” he said, after taking another puff on the cigar, “if you knew my ex-wife Rosie, you know why I’d want to leave the country.”    My dad laughed, but then–everything was in an uproar.   My mother heard what Leroy said and she didn’t think it was funny.    She came in from the living room and started yelling at him in English, and his wife Hilda was saying something to him, but what she said sounded like gibberish. He turned to my mother and said, “sorry, sis, it was just a joke”, and then immediately turned to his wife and said, “lo siento, solamente fue una broma”!    But to my young ears, again it sounded like gibberish–but she seemed to understand him.    I asked Hilda, “did you understand him just now?”   Her anger at Leroy softened by my question, she answered that he was speaking in another language, and she proceeded to answer a barrage of questions that this revelation sparked.   “Hey, Mom,” I soon called, “do you know that they have a different word for EVERYTHING?”

I was determined that, when I grew up,  I would learn to speak a foreign language just like my uncle.    Well, in junior high school, I had the chance to learn Spanish in school, and just then, my grandmother was hosting some Honduran young women who were living in Chicago learning how to be nurses.    My grandmother would teach them English, and taught them how to cook American food (with the matchmaker motive of wanting to make them even more attractive to American men).    I visited my grandmother and the young women encouraged me to practice Spanish.

in high school, a summer trip our high school choir made to both France and Germany sparked me to want to learn both German and French when I returned.     I studied these languages in high school and then continued in college while I was studying engineering at the University of Illinois at Urbana-Champaign.   I noticed that I was getting towards graduation, I was taking fewer math and physics courses and more language courses.    I was wondering if there was a way to combine my interest in technical subjects like math and physics and my language studies at the same time.

An opportunity came along when a physics professor at the university, Lillian Hoddeson, was working on an International Project in the History of Solid State Physics, which was research the story of the solid-state physicists who fled Nazi Germany and ended up emigrating to Britain and the United States and changing the course of physics not just during the war, but after it as well.    She needed someone who understand physics AND who was fluent in German, and I just happened to be at the right place at the right time (with the right skills, of course).   I got to go to the Deutsches Museum in Munich to work on translating the German parts of the manuscript called “Out of the Crystal Maze” into English.    There, the director of the German portion of the project told me that, when I returned to the United States, if I really wanted to make a niche for myself, I should study Japanese and/or Chinese, because technical translators for those subjects were really hard to find.

When I returned to the U.S., I decided to take his advice and entered the Asian Studies program at the University of Illinois at Urbana-Champaign at the Masters level.   I couldn’t decide which I wanted to study more, so I studied them both, and ended up doing essentially a double major.    I was interested in doing technical translation, of course, but the University in its wisdom said that I needed to study history, philosophy, and literature of each country if I were to really become an effective translator.    I am so happy I did so, because studying the culture which produced the language was the key to a deeper understanding of the language itself.

While I was studying these languages, I was an student guide for those graduate students n the International MBA program, many of whom were from China and Japan.    This gave me additional chance to practice the language of course, and one Japanese guy in particular became a very good friend of mine, because we shared a passion for science fiction.    We started the Language Exchange Club on Friday afternoons so that the Japanese students at the university who were trying to practice their English could practice with American students at the university who were trying to practice their Japanese.    This proved to be an effective method, because students of both countries shared a mutual interest in alcohol–which was convenient because the “Language Exchange Club” met a local graduate student bar after classes were done on Friday.

When my friend Andy (his real Japanese name was Atsuki) came back after winter break, he told me, “Jerry-san, I have some great news for you!”   He told me how he had talked to the people at Mitsubishi Motors where he worked and where he would return after his sabbatical was done in May, about my abilities to do technical translation.    The HR department was just started on such a search, so Andy asked me to give him my resume, and he would send it to Japan with a suitable cover letter.    In two weeks, I got a call from the head of HR saying he was going to fly out to Illinois in March (during our Spring Break) to interview me for a position at Mitsubishi Motors.    I was so excited I could hardly sleep the night before, but when it came time to the interview, it was not like an interview I had had before–or since, to tell you the truth.    Rather than getting right to the point of what the position was like, what my qualifications were, etc., they asked me about my interest in Japanese language and culture, and I was very open with them about how I found it very interesting, and named some of the subjects I was taking in preparation for my final  exams in May.    They asked me to read a PR piece about one of their new automobiles, and summarize it for them.   Although there many words I didn’t know, I knew enough to know the basic points that the piece was making, and I gave them a 60-second summary of what was in the article.    After I did so, the two people there from the HR department looked at each other, and then started talking to me about salary and benefits and I realized, “wow, I just passed the interview.”

Later, Andy told me that there had been concern about hiring a “foreigner”, because there were concerns that even if the foreigner could understand Japanese, the Japanese and American culture were so different they were afraid that I wouldn’t be able to adapt.    Andy told me before the interview to just be myself, and he knew that if I spoke with my usual passion about Japanese culture, they would know that they had the right person for the job.

I ended up working for a total of 14 years for Mitsubishi Motors, and another 5 years for a Japanese insurance company Tokio Marine.    After coming here to Chicago in 2013, I originally thought that Chicago would not be as global a city as the places I’ve before, like Tokyo, New York City, and Los Angeles.   But I am pleasantly surprised to have been mistaken.  When I put on the 2014 Professional Development Day series of workshops for the Chicagoland chapter of the Project Management Institute, I found the theme of the day-long event in the title of a book by a Chicago historian named Thomas Dyja which he entitled “The Third Coast:   When Chicago Built the American Dream”.   I made the title of the event “The Third Coast Goes Global,” to describe the impact that the global economy is having on the city of Chicago and the field of project management, and how Chicago might someday influence that same global economy with the influx of the many international corporations and the people from all over the world who have came to live and work here.

2.  What Color Do I See?

But you may be saying, well, that’s all right for you, you’ve got a passion for languages–but why should I be interested in learning a foreign language, why is it so important?    Everybody in the world wants to learn English, because it is the international language of business, right?

Let me explain why language is important in today’s economy by explaining a simple experiment done by a developmental psychologist called Jean Piaget.   He was interested in mapping out the various stages that children go through in their cognitive development as children, from birth to the teenager years.    The experiment I’ll describe is called “What Color Do I See?”    This was done with children who were in pre-school age, and then again after they entered elementary school.    The experiment was done with a ball, piece of paper, or other object that had two sides, one side painted one color, let’s say “blue”, and the other side painted another color, let’s say “yellow.”

The experimenter would go to the child and show the object on both sides,  and asked the child to name the color he or she saw on each side of the object.     Then the experimenter showed, let’s say, the “yellow” side to the child, and asked “what color do you see?”   The child would answer “yellow.”    Great!    Then the experimenter would turn the object around and say, “what color do I see?”   If the child was in the “pre-operational” of development, usually occurring between 2 and 7 years of age, the child would continue to say “yellow”, because that’s the color that the child was currently seeing in front of him or her.    However, if the child had passed into the next stage of development, the “concrete operational” stage of development, the child would answer correctly “blue”, and not “yellow”.

You see, children at the pre-operational stage find difficulty seeing things from different viewpoints.   It’s interesting that the pre-operational stage flows into the concrete operational stage just when children are mastering the intricacies of language.    Words are used not just to relate to the outside world, but they allow children, and later, people to communicate with each other.    It is the birth of empathy in a child.

Children pass into the formal operational stage, where they cannot only mentally manipulate symbols like words, but can mentally access the rules behind the words.    But there are adults who, just like children at the pre-operational stage, get stuck in egocentric thinking and find it hard to believe that there is a world out there beyond the world they can access with their senses.

For example, there was that Senator who decided to “prove” that there was no such thing as global warming by going out on that cold Washington morning and retrieving a snowball that he showed on the chamber floor with great rhetorical flourish.    I couldn’t believe my eyes–I thought for his next trick he would go and eat a Big Mac on CSPAN to prove that there was no such thing as world hunger!

Let me tell you a story or two how knowing the language and culture of another country helped me in my business negotiations, and how it helped international negotiations during a crisis called the Cuban Missile Crisis.   Then I will show you how you can lean a foreign language in a lot less time and in a lot easier way than you probably thought possible.

This concludes my preliminary remarks for the presentation.    The rest of the speech will be taken from examples from my career at Mitsubishi Motors, and then the Cuban Missile Crisis story will be retold from a speech I did at Toastmasters on the subject (see Search function for text of that speech).   Then I will give my tips and hints to the audience based on the Fluent in 3 Months book by the Irish polyglot Benny Lewis…