It produces the following clear management artifacts: Scrum is a project management framework, not a methodology. It then discusses the use of Scrum on the reference project, examining how the technique was used to satisfy some of the PMBOK ® Guide requirements that were mandated by the government of Canada’s Treasury Board Secretariat’s (TBS) Enhanced Management Framework (EMF), Treasury Board, (CTB, 2007), and how the client’s concerns were successfully managed using Scrum. The paper briefly describes the core elements of an Agile technique called Scrum. The overall success of the reference project demonstrates the viability of Agile as a management technique. Through a responsive process, the client and integration services vendor adapted Agile techniques to meet project governance and management requirements as well as to deliver a system that met all major requirements and user expectations. Like many information technology (IT) projects, the reference project faced management and client acceptance challenges.
In this paper, the merits and drawbacks of Agile- and PMBOK ® Guide -based approaches are discussed in the context of a reference project carried out at the government of Canada in 2007-2008. The goal of this paper is to strengthen our collective understanding of how Agile techniques can be used to satisfy knowledge areas of the PMBOK ® Guide, and it is hoped that this will in turn help organizations to make an informed decision about which approach is best suited to any given project.
#Agile project management with scrum software
The relationship between Agile software development techniques and those based on the Project Management Body of Knowledge (PMBOK ® Guide) is an area that has been under-researched. Strategies for adapting Agile to successfully meet project needs are also described. With reference to an experience of an Agile implementation on a large-scale public sector project, this paper identifies commonalities and differences between the two approaches in six key knowledge areas of project management: Integration Management, Scope Management, Time Management, Cost Management, Quality Management and Communications Management.
Reluctance to choose Agile techniques over more conventional project management procedures and tools seems to stem primarily from a lack of understanding of when and how PMBOK ® Guide and Agile techniques align and diverge. Although Agile software development techniques are considered to have ‘potential’ and Agile philosophies are not fundamentally at odds with the key knowledge areas of A Guide to the Project Management Body of Knowledge (PMBOK ® Guide), Agile is typically overlooked in favor of the more established PMBOK ® Guide techniques.