Category Archives: Agile Training

University Project Management Curriculum With Agile

I had an interesting discussion with a major university about helping them develop an integrated university project management curriculum with Agile that included a master’s degree program in Agile Project Management. They correctly recognized that the world of project management is changing rapidly and they didn’t want to make a major investment in developing a project management curriculum based on an old and outdated notion of what “project management” is. I think they are absolutely correct in that; however, it isn’t totally clear how a master’s program in project management should be structured to reflect the evolution that I believe is going on in the project management profession today.

University Project Management Curriculum with Agile

Similarities Between Project Management and Modern Physics

We can learn a lot from how the science of physics has evolved because I think there are a number of interesting similarities to the evolution that is currently going on in project management. For many years until the late 1800’s and early 1900’s, physics was based on what is called “Classical Physics”.

What is Classical Physics?

“Classical physics is the physics of everyday phenomena of nature, those we can observe with our unaided senses. It deals primarily with mass, force and motion. While its roots go back to the earliest times, to the Ancient Greeks such as Aristotle and Archimedes, it later developed into a cohesive system with the contributions of Galileo, Kepler and Newton. Classical physics achieved phenomental success, as the Calculus of Newton and Leibniz gave it the tools to tackle even even problems not imagined by its pioneers.”

“Around 1900, give or take a decade, surprising new experimental evidence, primarily about atoms and molecules, showed us that these small-scale phenomena behave in ways not anticipated by classical theory. This ushered in a new era called “modern” physics. New laws and methodology were developed to deal with the rapidly expanding experimental evidence. Relativity and quantum mechanics added new tools to the study of nature. These did not make classical physics “wrong”, for the old laws were working just as they always had, within their limited scope—which was the study of large objects (not atomic scale ones) moving relatively slowly (not near the speed of light). “

“So classical physics is still the starting point for learning about physics, and constitutes the bulk of the material in most introductory textbooks. It is the theory underlying the natural processes we observe everyday. It is the key to understanding the motion of pulleys, machines, projectiles and planets. It helps us understand geology, chemistry, astronomy, weather, tides and other natural phenomena”

Simanek, Donald E., What’s Physics All About?, https://www.lhup.edu/~dsimanek/ideas/allabout.htm

What Happened to Cause People to Rethink Classical Physics?

That notion of physics that was intended to define how the entire universe worked held together for a long time; however, serious weaknesses began to appear around the early 1900’s:

“By the end of the nineteenth century, most physicists were feeling quite smug. They seemed to have theories in place that would explain all physical phenomena. There was clearly a lot of cleaning up to do, but it looked like a fairly mechanical job: turn the crank on the calculator until the results come out. Apart from a few niggling problems like those lines in the light emitted by gas discharges, and the apparent dependence of the mass of high-speed electrons on their velocity”

“Twenty-five years later, this complacency had been completely destroyed by the invention of three entirely new theories: special relativity, general relativity, and quantum mechanics. The outstanding figure of this period was Albert Einstein. His name became a household word for his development, virtually single-handedly, of the theory of relativity, and he made a major contribution to the development of quantum mechanics in his explanation of the photoelectric effect. “

Slavin, Alan J., “A Brief History and Philosophy of Physics”, https://www.trentu.ca/physics/history_895.html

How is This Transformation Related to Project Management?

Classical Physics is analogous to traditional, plan-driven project management. Similar to the laws of classical physics, the traditional, plan-driven project management approach has been widely accepted as the only way to do project management for a long time. And the way traditional, plan-driven project management is done hasn’t changed significantly since the 1950’s and 1960’s. It assumes a very predictable view of the world where it was possible to completely define a project plan with a fairly high level of certainty prior to the start of a project. That is similar to classical physicists who believed for a long time that a model of the universe could be completely predicted based on some relatively simple and well-defined laws of classical physics. In recent years; however, it is apparent that we are in a much more dynamic and more complex universe with much higher levels of uncertainty where that traditional, plan-driven approach to project management no longer works well at all.

PMI is moving slowly towards recognizing the need to take a broader approach to what “project management” is; however, there are many project managers who still believe that traditional, plan-driven project management is the only way to do project management and there are some well-engrained stereotypes of what “project management” is that are also based on that notion. PMI has created the PMI-ACP certification that recognizes the need for project managers to know something about Agile and Lean; however, PMI still treats “Agile” and traditional, plan-driven project management principles and practices as separate and independent domains of knowledge with little or no integration between the two. It’s up to the individual project manager to figure out how to put the two together.

What Can We Learn from This Similarity?

Traditional, plan-driven project management (just like Classical Physics) will never be totally obsolete and will continue to be a foundation for many areas of project management:

“…classical physics retains considerable utility as an excellent approximation in most situations of practical interest. Neither relativity nor quantum theory is required to build bridges or design cellphone antennas.”

The never-ending conundrums of classical physics, https://www.trentu.ca/physics/history_895.html

However, it is important to recognize and not ignore the limitations that are inherent in a traditional, plan-driven project management approach. Experienced physicists have learned to recognize the limitations of classical physics that it only works reliably in a certain range of situations as shown in the figure below:

modern-physics

“Classical Physics is usually concerned with everyday conditions: speeds much lower than the speed of light, and sizes much greater than that of atoms. Modern physics is usually concerned with high velocities and small distances.”

https://en.wikipedia.org/wiki/Modern_physics

Similarly, project managers also need to recognize that a traditional, plan-driven approach to project management only works reliably in a limited set of situations. In the project management world, this can be expressed with the Stacey Complexity Model:

stacey-complexity-model

In this model there are two primary dimensions – one is requirements complexity and the other is technology complexity.

  • Traditional, plan-driven project management still works in areas of low complexity such as some construction projects but even in some of those areas, project managers have recognized a need for a somewhat more adaptive approach
  • As you get further out on either complexity axis, there is typically a need for more of an adaptive Agile approach that is better suited for dealing with uncertainty but this is not a binary and mutually-exclusive proposition. There is a need to blend both approaches in the right proportions to fit the situation

Implications for a University Project Management Curriculum with Agile

Just as “Modern Physics” is the integration of Classical Physics with a more modern approach to physics, I believe that there is a new vision of what “project management” is that integrates an Agile approach in the right proportions with a traditional, plan-driven approach. My view is that there is a “Modern Project Management” concept that is emerging that is analogous to the concept of “Modern Physics” that integrates these different approaches together in one discipline similar to the way that Physics has evolved. If someone were to get a Master’s degree in Physics today, it seems unlikely that the studies would be limited to Classical Physics with no mention of the other areas of Modern Physics. But that is, in fact, the way a number of universities have structured a Master’s Degree in Project Management program today. Universities need to move beyond that notion of project management and develop a much broader and well-integrated curriculum to address this need.

What’s Next After PMI-ACP Certification and What’s the Future Like?

What’s next after PMI-ACP certification? Over the past few years I’ve been progressively developing a new approach for PMI-ACP training that I think goes well beyond other training programs and lays the groundwork for what I see as the future of project management.

What's Next After PMI-ACP Certification?

Training Objectives

When I set out to develop this training, I wanted to try to anticipate the future of the project management profession and take a different approach to Agile Project Management and PMI-ACP Certification training. There were several objectives that were important goals:

  • Not a typical “exam prep” course. There are a lot of courses out there that are based on what I call an “exam cram” approach that is designed to get students through the PMI-ACP exam and not much more than that. It involves a lot of memorization of information which doesn’t generally lead to a deeper and lasting understanding of the material.
  • Go beyond the PMI-ACP exam. Although the PMI-ACP exam is a challenging exam, it doesn’t go far enough in my opinion. It is primarily just a test of general Lean and Agile knowledge and it doesn’t address one of the biggest challenges that a project manager faces of learning how to blend Agile and traditional, plan-driven project management in the right proportions to fit a given situation. PMI still treats Agile and traditional, plan-driven project management as separate and independent domains of knowledge with little or no integration between the two. It is left up to the individual project manager to figure out how to put the two together.
  • Design the training around a real-world role. The PMI-ACP certification is not designed around preparing someone for a particular job role. I think it’s important for a project manager to have a clear idea of what role that he/she might play as an Agile Project Manager in order to prepare him/herself for that role. I think that’s particularly important since the role of an Agile Project Manager is not well-defined and it is even somewhat controversial among some people that there is a legitimate role for a project manager to play in an Agile environment.
  • Avoid the limitations of some typical Agile training. A lot of Agile training that is out there (like the typical CSM training) is very superficial in my opinion. The typical Agile training focuses on the “mechanics” of how to do Agile and really doesn’t go into the principles behind it very much at all. Agile is intended to be adaptive but in order to take an adaptive approach, you have to understand the principles behind it in order to know how to adapt it to fit a given situation.  Doing it very mechanically is not very adaptive.

What’s the Future Like?

In order to see why I think this training makes so much sense, we need to make some assumptions about where the future of the project management profession is heading. I believe that many aspects of traditional, plan-driven project management have not changed significantly since the 1950’s and 1960’s and we’re on the verge of a very major change.  What does that change look like? I don’t believe traditional, plan-driven project management will ever become obsolete. It definitely has a well-established role in some industries like construction that lend themselves to a plan-driven approach and require some level of predictability over costs and schedules. However,

  • Even in industries like construction, project managers are starting to learn how to take a more adaptive approach
  • In many other industries and application areas that have a high level of uncertainty that requires a more adaptive approach to project management, a project manager who only knows how to do a traditional, plan-driven project management approach and tries to force-fit all projects to that approach will have some serious limitations

We need to adopt a broader view of what “project management” is – force-fitting all projects to a traditional, plan-driven project management approach is just not very effective any more.

This broader vision of “project management” is not limited to someone who can take a project with well-defined requirements and plan and manage it to meet cost and schedule goals.  This new vision of Agile Project Management includes taking on an effort with some very broadly-defined business objectives in a very dynamic and uncertain environment and developing and defining and leading a project management approach that is designed to maximize the business value of the overall solution.

That means an Agile Project Manager needs to learn how to blend Agile and traditional plan-driven principles and practices in the right proportions to fit the situation.  And, even if a project manager is never involved in a true Agile project, it will make him/her a much stronger project manager by broadening the range of project management capabilities that he/she has to offer.  That’s where I see the future of project management going and that’s exactly how the online Agile Project Management training I’ve developed is designed.

Check out this new training curriculum in The Agile Project Management Academy.

Help Promote an Agile Project Management Approach

Would you like to help promote an Agile Project Management approach that could potentially rejuvenate the whole project management profession? (By the way, what I mean by “Agile Project Management” is the ability to blend Agile and traditional, plan-driven project management principles and practices in the right proportions to fit a given situation)

  • Are you as passionate about Agile Project Management as I am?
  • Do you agree that any project manager who only knows how to do traditional plan-driven project management will be at a serious disadvantage in many industries and application areas in the not-too-distant future?
  • Would you like to help the project management profession move into the next generation of project management?
  • Would you like to also earn some extra cash helping to bring about that change?

As many of you may know, I have developed a very comprehensive online training course on Agile Project Management with over 17,000 students.  However, that is only the beginning and I need help to try to dramatically expand the number of students the courses reach.

The new platform at the Agile Project Management Academy has some very interesting new capabilities such as  “affiliate marketing” that allows me to offer the capability for any student to be an “affiliate”.  If you are an “affiliate”, you will receive a commission of 25% for any new students you bring into the Agile Project Management Academy.

This is an opportunity for any student to earn a little extra cash to defer their own training expenses; or, if you are a PMI member, this could be an opportunity for your entire PMI chapter to get some additional revenue and get PDU’s for your members at the same time. If you’re interested in taking advantage of this opportunity, send me an email  and I’ll sign you up.

Agile Project Management Student Guide

This post provides a description of an Agile Project Management Student Guide that contains an Agile Project Management learning road map. Over the past two years, I’ve developed seven online training courses to help project managers who may have been heavily indoctrinated in a traditional, plan-driven approach to project management develop a high performance adaptive project management approach that blends Agile and traditional, plan-driven project management in the right proportions to fit any given situation.

Even if you are never involved in a true Agile project, these courses will help you develop a much stronger project management approach that provides a more customer-focused approach to fit the methodology to the nature of the project.

Agile Project Management Student Guide

This can be a difficult and confusing transformation for many project managers and to make this journey easier, I’ve just finished developing an Agile Project Management Student Guide that provides a road map to better understand how the courses I’ve developed help a project manager to address these challenges. You can download a free copy of the student guide from the link below:



Download Agile Project Management Academy Student Guide


Learn More about our Agile Project Management Training Program

Agile Project Management: Are You a Caterpillar or a Butterfly?

I attended a very good webinar the other day with Ankur Nagpal, the CEO of Teachable, which is one of the training platforms that hosts my Agile Project Management Training curriculum.   He was talking about how to market training and made a comment something to the effect of:

“We shouldn’t be providing “training courses”; we should be providing “transformation”

He used the example of transforming a caterpillar into a butterfly.  He is absolutely right and that is exactly the approach I’ve strived to develop in my Agile Project Management courses for the past year and a half.  In fact, the picture I use as a symbol of my new Agile Project Management Academy and my Mastering Agile Project Management course is based on transformation:

Agile Transformation

It’s not exactly transforming “caterpillars” into “butterflies” but I think that analogy fits pretty well. It’s about transforming project managers (who may have been heavily indoctrinated in a traditional, plan-driven approach to project management that hasn’t changed significantly since the 1950’s and 1960’s) into a much more high impact orientation that is:

  • Focused on producing results in addition to simply managing projects
  • Based on blending together Agile and traditional plan-driven project management principles and practices in the right proportions to fit any situation rather than force-fitting all projects to a traditional, plan-driven approach

That’s not an easy thing to do for several reasons:

  • PMI has at least recognized Agile as a legitimate variation of project management but “Agile” and traditional plan-driven project management are still treated as separate and independent domains of knowledge with little or no integration between the two
  • The prevailing thinking among many people in the project management profession is that, by definition, “project management” is defined as managing projects using a traditional, plan-driven approach and anything else isn’t really “project management”
  • There also many well-established stereotypes, myths, and misconceptions to overcome. For example, one of them is that there is a binary and mutually-exclusive choice between “Agile” and “Waterfall” and you need to force-fit your projects and business environment to one of those extremes rather than going in the other direction and fitting the methodology (or combination of methodologies) to the project and business environment

There are obviously some big transformations needed in this area to shift people’s thinking:

  • We need to see “Agile” and “Waterfall” in a fresh new perspective as complementary approaches rather than competitive
  • We also need see “Agile versus Waterfall”  from the perspective of a continuous spectrum of approaches from heavily adaptive at one extreme to heavily plan-driven at the other extreme with lots of alternatives in between rather than a binary and mutually-exclusive choice between two extremes
  • Project Managers, and the project management profession as a whole, need to take a broader view of what “project management” is that embraces Agile as well as traditional plan-driven project management
  • And, Project Managers also need to see “project management” in terms of producing results and not just managing projects and using whatever methodology (or combination of methodologies) is needed to produce the results as effectively and efficiently as possible

I think you will agree that is a very tall order and a daunting challenge but that is exactly the challenge I have taken on in the Agile Project Management curriculum I’ve developed.  Check it out here:

Agile Project Management Academy

What is an Agile Project Manager?

I’ve participated in some discussions recently that indicate that there is still a lot of confusion and controversy about what is an Agile Project Manager is. It’s understandable why this confusion exists:

  • There have been some very strong stereotypes built up over many years of what “project management” is and what a “Project Manager” is.  Those stereotypes are centered around the belief that “project management” is limited entirely to traditional plan-driven project management and project managers are so heavily engrained into that way of thinking that they can’t possibly adapt to an Agile environment.
  • PMI has made a step in the right direction by introducing the PMI-ACP certification.  That certification at least recognizes Agile as a legitimate form of project management but PMI has never really defined exactly what an “Agile Project Manager” is and what role he/she might play in the real world.
  • Many people think of Agile in a very narrow sense as limited to simple, single-team Scrum projects; and, because there is no “Project Manager” role defined at that level, they assume that there is no role for Agile project management at all in an Agile environment; however, there is more to Agile than simple, single-team projects.

In order to better understand what “Agile Project Management” is, we need to get past these stereotypes and develop a broader vision of what “project management” is, what “Agile” is, and what an “Agile Project Manager” is.

First, we need to recognize that the discipline of ”project management” isn’t limited to traditional, plan-driven project management with an emphasis on planning and control just because that’s the way project management has been typically practiced for many years.  There is actually a lot of “project management” going on in an Agile project although it may not look like the traditional, narrow view of what project management is at all:

  • It’s a different style of project management with an emphasis on taking an adaptive approach to maximize the value of the project in an uncertain environment rather than the traditional emphasis on planning and control; however, if you take a broader view of what “project management” is, it is still project management.
  • And, although you may not find anyone with the title of “Project Manager” at a team level in an Agile project, there’s a lot of project management going on – the project management functions that would normally be performed by an individual with the title of “Project Manager” have just been distributed among the other members of the team:
    • The Product Owner has a lot of responsibilities that might be performed by a project manager in a traditional plan-driven project.  He/she is responsible for the overall successful business outcome of the project which means delivering a valuable product in a timely and cost-effective manner and making all decisions that would normally be done by a Project Manager for risk management as well as planning and managing the overall effort.
    • The Scrum Master also has some responsibilities that might be done by a project manager including removing obstacles and facilitating the project team.  It may be a different style of leadership, but it is still leadership.
    • And, finally every member of the development team has some project management functions on a very small scale for planning, scheduling, tracking, and reporting on their own work as well as the work of the team as a whole.

A related stereotype is that many people think that there is a binary and mutually exclusive choice between “Agile” and “Waterfall” and try to force-fit their projects to one of those extremes when a better approach is to go in the other direction and fit the methodology to the project.  And, “Agile” and traditional plan-driven project management are still treated as separate and independent domains of knowledge with little or no integration between the two.  There are many projects that call for blending those two approaches in the right proportions to fit a given situation particularly as you get into larger, more complex, enterprise-level projects.

So what is an “Agile Project Manager”?

In my opinion, an Agile Project Manager is equally trained and skilled in applying both Agile and traditional plan-driven project management principles and practices and knows how to blend them together in the right proportions to fit a given situation.  That is exactly what the training I’ve developed is all about – it is designed to:

  • Help people see “Agile” and traditional plan-driven project management in a fresh new perspective as complementary rather than competitive, and
  • Help project managers better understand what “Agile Project Management” is and what they need to do to prepare for it

So What role might an “Agile Project Manager” play in a real-world project?

I think it’s sad that some project managers see there only alternative in an Agile environment is to become a Scrum Master because the role of an Agile Project Manager is so ill-defined and poorly-understood.  I hope that the Agile Project Management training curriculum I’ve developed can help project managers see this new perspective and lead the rest of the profession into demonstrating successful Agile Project Management leadership. In my training, I’ve identified several potential roles that an Agile Project Manager might play:

  1. Team-level Role – There is officially no role for an “Agile Project Manager” at the team level in an Agile project; however, a project manager who is skilled in blending Agile and traditional plan-driven project management principles and practices can play a real value-added role as either a Product Owner, a Scrum Master, or an Agile Coach
  2. Hybrid Agile Role – For lots of reasons, companies choose to implement a hybrid Agile approach and this is an ideal environment for an Agile Project Manager to work in. An example would be an Agile contracting situation.
  3. Enterprise-level Role – As projects grow in scope and complexity to an enterprise level, there is a much more significant need for a dedicated Agile Project Manager role. As an example, I did a case study in my latest book on a project at Harvard Pilgrim that involved over 100 Agile teams – you just can’t do an effort like that without some form of project/program management

My training includes much more detail on this and several real-world case studies illustrating each of these roles.

What’s Next After Agile?

I recently saw a discussion on another forum where an individual raised the question of “What’s next after Agile?” and someone speculated that the next big methodology might be Lean.  I’ve also seen some people suggest that Kanban will become the next big methodology.  I’ve seen this pattern before – I call it the “Program Du Jour” pattern.  Here’s one of my favorite quotes on this subject:

“Americans are our own worst enemy when it comes to new business concepts. We love novelty and newness. We become so enamored with new ideas, we burn through them the way a child rips through toys on Christmas morning – squeals of delight, followed by three or four minutes of interest, then onto the next plaything. That is our pattern with new management techniques, too.

Barry Sheehy, Hyler Bracey, & Rick Frazier, Winning the Race for Value, American Management Association, 1996

The above quote was about business concepts and management techniques but the same thing can be said about methodologies.

Here’s an example – when Six Sigma came into vogue in the 1990’s and early 2000’s, it was really hot, everyone wanted to jump on the Six Sigma bandwagon, and any other earlier process improvement approach was considered obsolete and passé.  I published my first book on Business Excellence in 2003 and I interviewed a number of companies for my book at that time.  What I saw was that:

  • Many companies were doing Six Sigma very superficially and mechanically. In these companies there was a lot of “hoopla” and very visible ceremonies about Six Sigma including Black Belts, Green Belts, etc.  The implementation in many of these companies was not very successful because the company was looking for a “silver bullet” and when it didn’t meet their expectations, the company tossed it out and started looking for the next “silver bullet”.
  • In other companies where I thought Six Sigma was more successful and lasting, there was a big difference.   Six Sigma was seen only as a tool and not a “silver bullet” or panacea,
    people in the company understood Six Sigma at a deeper level, and the implementation was not just mechanical and superficial.   Six Sigma was so well-integrated into the way the company did business that it might not even have been very visible that it was Six Sigma and they might not even have called it “Six Sigma”

I see a similar pattern with Agile today.  Many people today see “Agile” as a “silver bullet” or panacea for almost any problem you might have; in many cases the implementation of Agile is superficial and mechanical; and, when it doesn’t work, there’s a tendency to toss it out and look for something new to replace it.  I think that kind of thinking has some serious flaws.

Rather than Agile being replaced by something new, what I hope that will happen is that:

  • People’s understanding of Agile will mature, they will start to understand the principles and values behind it at a deeper level, and they will go beyond superficial and mechanical implementations
  • People will stop seeing Agile as a “panacea” or “silver bullet” for any problem you might have and rather than force-fitting all problems to some particular methodology like Agile, they will recognize the need to go in the other direction and fit the methodology to the problem
  • People will also recognize that “Agile” does not make all other management approaches obsolete and passé and:
    • There’s a need to see Agile and more traditional plan-driven approaches in a fresh new perspective as complementary rather being competitive
    • Various Agile approaches such as Scrum, Kanban, and Lean are also complementary to each other rather than competitive

This is exactly the kind of thinking I’ve tried to help people develop in the curriculum in the new Agile Project Management Academy.  To learn more about that, you can check it out here:

Agile Project Management Academy

Agile Project Management Academy

I am very pleased to announce the opening of the Agile Project Management Academy! The Agile Project Management Academy is an online school that is dedicated to helping project managers and other students learn how to successfully integrate Agile and traditional plan-driven project management principles and practices in the right proportions to fit any situation and to develop a very high impact and adaptive project management approach that provides the best of those two worlds.

You can enroll in the Agile Project Management Academy at no charge by clicking this link. There is no obligation to purchase a course if you enroll in the school and enrolling in the school will keep you informed of new courses and discount offers that become available. You can also enroll in either of these two free courses to try it out with no obligation:

Any of my Udemy students will recognize the courses in the Agile Project Management Academy as courses that have been offered on Udemy that have drawn over 10,000 students and over 300 5-star reviews. I will continue to offer these courses on Udemy; however, offering these courses through the Agile Project Management Academy creates some new opportunities that were not available on the Udemy platform. The new platform provides:

  • A dedicated focus on Agile Project Management that will help students realize the full benefits of these courses in a much more integrated environment
  • More ways for students to take courses including bundled discounts and subscriptions
  • Much more capabilities for direct communication with students to create a more interactive learning experience
  • The ability to integrate courses from other providers with my own courses to provide a more complete learning experience
  • Better and more timely support for students

I hope you enjoy this new capability! I am very excited to make it available! Enrollment in the school is free and anyone who registers in the school will receive email updates of new courses as well as enhancements to existing courses. You can enroll in the school at no charge here:

Agile Project Management Academy

You can find a summary of the courses that are offered as well as some discount coupons for all of the courses here:

Course Summaries and Discount Coupons

Please send me an email if you have any questions or comments on this new capability:

Send email to Chuck

For any student who has previously purchased one of my courses through Udemy, I will be happy to provide access to the equivalent course in the new Agile Project Management Academy at no charge. If you would like to take advantage of that offer, just send me an email.

What Certification Should I Get?

I’ve gotten lots of questions from students in my Agile Project Management training along the lines of “What certification should I get?”. It’s understandable that there’s a lot of confusion about this because there is so much change going on in this area and it can be somewhat of a moving target to decide where to take your career direction; however, I’m not a big fan of chasing after certifications and I’d like to share some of my thoughts on that subject…

First, a lot of people seem to view a certification as a “ticket to get a new job”…For example, almost anyone can get a Certified Scrum Master (CSM) certification if they can pay the money to sit through a 2-day training course. And, various training companies have done their best to promote this idea in order to sell their training courses. There are literally hundreds of what I call “exam-cram” courses out there that are designed to get you through a certification exam and little more than that. I don’t think that’s healthy – it does a disservice to the profession and to the people getting those certifications.

I think a better way to view a certification is evidence that you already have an acceptable level of knowledge, skills, as well as actual experience to perform a given job. Unfortunately, that’s not universally true in the way many certifications are designed and implemented in the real world, but that’s a better way to look at certifications in my opinion.

Here’s the approach I recommend to my students:

  1. Get a good base of knowledge to make a sensible decision of what you think is the best career direction for yourself. This is not an easy thing to do because the whole area associated with Agile and; in particular, Agile Project Management is rapidly evolving and the roles in this area are also changing and evolving. It can be a moving target to try to plan your career direction in this environment.
  2. Once you’ve made a decision on your most logical career direction, work on developing some more knowledge that is specific to that career direction
  3. Acquire some real world job knowledge from working in that role
  4. Decide what certification is most relevant to that role and get a certification to show that you have the appropriate knowledge, skills, and experience to do that job

A lot of people seem to want to short-circuit this process and just go out and get a certification and get a job and I think that could be a big mistake without doing steps 1-3 above first.

All of the Agile Project Management training courses I’ve developed are designed around helping people take a sensible approach to exactly this problem but you have to realize that it’s not just a matter of taking an “exam-prep” course and then going out and taking a certification exam. My courses are not really designed to be “exam prep” courses – they go beyond that and try to focus on the knowledge and skills to do the job in the real world. You can find information plus current discount coupons on all of my courses here:

http://agileprojectmanagementacademy.com/courses

In particular, my “How to Prepare for PMI-ACP Certification” course is a free course and has some very good information to compare various certifications related to Agile and Agile Project Management. If you have any questions about your own career direction, feel free to send me an email and I’ll be glad to help:

Send email to Chuck

My Methodology is Better than Your Methodology

There are a lot of people who get caught up in what I call “methodology wars” where they are intent on their position that my methodology is better than your methodology and whatever methodology they advocate is better at solving any problem you can possibly imagine than any other methodology. You can see this in the many “agile versus waterfall” discussions and other discussions where SAFe, Kanban, or some other methodology/framework is positioned as a “silver bullet” for any problem you might have. They also tend to ignore all other methodologies as obsolete or irrelevant.

The truth is that all methodologies and frameworks have strengths and weaknesses depending on the situation and the right approach is to fit the methodology to the situation rather than force-fitting a problem to some pre-defined methodology. Sometimes that may require customizing a methodology to fit the problem and/or using a combination of elements from different methodologies. It’s a lot more difficult to do that, but it can be done – it requires:

  • Knowledge of a broader range of methodologies and frameworks,
  • Ability to see the strengths and weaknesses of those methodologies objectively, and
  • A deeper understanding of the principles behind those methodologies to know how they might be combined to fit a given situation

Here’s an example – I just finished adding some material on “Lean Software Development” to my online training courses on Agile Project Management.  Lean is not widely-used as a standalone methodology and it clearly didn’t win the “methodology wars” but the principles behind lean are the foundation for all Agile methodologies including Scrum.  If you look at the principles behind lean, they may appear to be at odds with other Agile methodologies:

  • Lean heavily emphasizes eliminating waste in a process to improve efficiency, while
  • Agile is more heavily-focused on taking a flexible and adaptive approach to meet customer needs and is less concerned about just eliminating waste

If you pursued each of these goals in isolation and to an extreme; they might be in conflict with each other, but if they are blended together in the right proportions to fit a given situation, they can be very complementary rather than competitive.

Here’s another example – many people seem to believe that all forms of traditional project management are obsolete and irrelevant and have been totally replaced by Agile.  On the surface; if you look at traditional, plan-driven project management and Agile, they may appear to be at odds with each other; and if each approach is pursued in isolation and to an extreme, they probably will be in conflict but that shouldn’t preclude blending the principles behind the two approaches together in the right proportions to fit a given situation.

This kind of thinking is commonly called “Systems thinking” – it requires seeing a problem in a holistic context and understanding the dynamics of the problem at a deeper level rather than mechanically imposing a predefined solution on a given problem.  This is the kind of approach I’ve tried to help students develop in all of my online Agile Project Management training courses.