Question: If theater is not “managed”, then why does a Google search for “troupe manager” return 1.2 MILLION-plus hits?

English is far too flexible with respect to the connotations (implications) of many words. Just because a large number of people in the past have mangled the connotation of “managed” to imply a command and control structure, that does not mean that we have to keep making those same assumptions. However, it is can also be easier to use a different term as opposed to trying to change the mental picture invoked by the former word.

The practices asserted by agile practitioners are not new, and have been espoused by many people for thousands of years. The Bible, the sayings of Confucius, and Sun Tzu’s Art of War all contain admonishments to follow the principles stated in the Agile Manifesto. More recently, the Theory-X and Theory-Y approaches reflect two “management” views – the former more command and control, and the latter more like agile.

I see very little in the PMBOK that stands in opposition to agile practices, and when I am talking with a customer who is predisposed to operating in a command and control framework, I can and have used the PMBOK as a starting point to open their minds to more agile thinking.

Regards,
David

I enjoyed this and your previous blog postings on this PMI topic. As always, you presented the passion and driving forces behind agile principles clearly. I have worked with a few PMPs in the past who inherently assumed that they had the background of being Scrum Masters (often after reading a few published articles about Scrum). It didn’t take long before the urge of “need to manage” to show up, thus throwing a monkey wrench into the project!! (for lack of a better word). I suspect this is because of the “command-and-control” style built-in. I do however think that it is worth while to listen to PMI folks since, they come from many other industries besides software. I actually see a possibility of Scrum-like agile methodologies making inroads into other industries. I for one, made a transition into software after working several years in the mechanical/electrical product development industry where the end product is a “working machine part” as opposed to “working software”. Understanding other industry mind-set will help the agilistas to spread the territory.

Just some thoughts.

Thank you for your response. Why do you feel that software projects shouldn’t be managed? What do you mean with that? I really would like to understand your perspective. I would, really, like to understand you and why you feel that “Management is a mindset that” you’d “like to see go away from the field of software development.”

Response: I see software development as a craft, not a process like manufacturing. and not an engineering practice like building a house or a bridge.  Craftsmen tend to work in a highly collaborative way, being guided and inspired rather than “managed”.  Management implies that someone is telling you what to do (and often how to do it). Every piece of software we create is brand-new-never-been-done-before, so by definition it is not a repeatable process.  Think of creating a piece of theatre, the actors are not managed, they are guided and inspired by a director and supported by one another.

The PMI approach to management is not wrong; it has its place.  Software development is not that place. It is time for us to reconceive our idea of what software is and how it should be created.  Only then will we consistently build magnificent software, inspiring software, software to change lives and open hearts.  Managing software projects will keep us and our products mediocre.  That is my belief.

Let me ask you a question. Have you ever read the PMBoK? And ever you understand it?
PMI isn’t a community of project managers working only in software, they came from many industries. If you have the time to read, and understand, PMBok, then you’ll find out by yourself that PMBOK does not prescribes any methodology and also stresses that the project team, according to the project complexity, environment, etc, has the responsibility to choose the processes for manage the project. It never talks about how you should build your product(Software in this case). So you can use any Agile methodology, processes, technique or whatever to build your product and apply the valuable knowledge from PMBoK to manage your project.

I see a lot of criticism about PMI and I completely disagree with that. My personal feeling is that people don’t make the required effort to understand what other people have to say and sometimes they lose ground in the field.

I used to be skeptical as you are. I’m a PMP. I apply agile and principles everyday to build software and I also apply the knowlege I have from PMBoK to manage projects.

We all have so many knowledge in front of us, let us have an open mind and learn from all perspectives.

Response:  Hi joao, and thanks for the comments.  I recognize that the PMI represents many industries, and I have no issue with its recommendations for, and experience of, managing projects in many of those industries.  It is necessary.  The thing is, I have a fundamental belief that the creation of software should not be managed.  — “[software] projects need support and guidance through a process of visioning, reflecting, facilitating and inspiring.”  No matter how flexible the recommendations of the PMBOK are, the bottom line is that it is about management.  Management is a mindset that I’d like to see go away from the field of software development.

As always, you make valid comments and ask good questions.

Regarding a relationship between the Scrum Alliance and the PMI, I think it is more interesting the consider the members of the PMI as people we can and should help to play their role in “transforming the world of work” by engaging with them as individuals.

I have just purchased Michele Sliger and Stacia Broderick’s book “The Software Project Manager’s Bridge to Agility” and hope personally to use this and the PMI presence at the Orlando Scrum gathering as enablers towards more fruitful conversations with PMP’s about Agile and Scrum.

Regards, Peter (also in Orlando)

PMI is looking more into challenging the customer with value. Progressive elaboration is in the definition of a PMI project. PMI is growing into a more Agile approach. The agilista animosity towards their dragon head can only make this union to happen slower. Let’s understand each other and help each other benefit from all approaches.

I recently met Jesse in one of my New York classes and was impressed with him also.

–mj

Response: Jesse ran a session at the Scrum Gathering entitled “PMP? ScrumMaster? which included a very interesting discussion on the nature of project management, and an exploration of what we, as Scrum practitioners, are attempting to do to change the nature of organizations. I was impressed with Jesse’s open-mindedness, and his excellent facilitation skills, keeping the conversation moving forward, and keeping us all out of entrenched positions.  You’d have enjoyed it

Agile has no projects but flows of stories.

Implications:
- If you have projects you’re (not you the author) are doing something wrong
- There are no projects to fail

Cheers
Stephan
http://twitter.com/codemonkeyism