Comparison of OpenAgile with Project Management Body of Knowledge (PMBoK)
OpenAgile is substantially different from the framework for Project Management presented in the PMBoK primarily in that OpenAgile is not limited for project-oriented work. OpenAgile can also be used in operational and open-ended types of work.
The PMBoK is also a much more detailed framework which defines a large number of knowledge areas and process groups which are deliberately left undefined in OpenAgile in the interest of allowing an effective learning environment. For example, OpenAgile has nothing to say or advise about the financial management of an effort. This is left to be fit to the circumstances of the effort and environment.
Please note that the Project Management Institute has officially recognized the value of agile methods and has created an agile community of practice in which members of the PMI can participate.
PMBoK Process Groups
Initiating Process Group – OpenAgile does not require any initiation processes, nor does it advise on recommended initiation work for a project-oriented effort. However, OpenAgile does require a goal statement of some form for any effort – this goal statement may be created before, simultaneously or after commencement of work in Cycles and is not required to initiate a work effort.
Planning Process Group – OpenAgile includes high level planning using the Work Queue and detailed planning with the Cycle Plan. In the Planning Process Group, there are a large number of processes defined in the PMBoK. OpenAgile has equivalents to these processes as follows: Scope Planning and Scope Definition with the Work Queue, Communications Planning with the Cycle Plan Wall, Quality Planning with the Quality work type, Activity Definition with Cycle Planning, and Schedule Development with Commitment Velocity.
Executing Process Group – OpenAgile recommends “natural volunteering” for self-organizing teams in the execution of work. From the processes in the PMBoK, the only one that has a direct correlation in OpenAgile is the Develop Project Team process which is manifested in the Learning Circle and the continuous improvement opportunities in the structure of the OpenAgile system. Monitoring and Controlling Process Group – OpenAgile uses the Cycle Planning Meeting and the Progress Meetings to monitor and control the overall effort. The specific process listed in the PMBoK that have direct comparables in OpenAgile are Manage Project Team through team self-organization, and Perform Quality Control, Scope Control, and Cost Control through the feedback provided in the Reflection part of the Cycle Planning and Progress Meetings.
Closing Process Group – OpenAgile has no formal closing processes.
PMBoK Knowledge Areas and OpenAgile
OpenAgile has some overlap with the knowledge areas delineated in the PMBoK. There is an enormous amount of detail related to each of the knowledge areas in the PMBoK and it is impossible to provide a comprehensive comparison. Each of the knowledge areas has numerous processes, documents, and techniques associated with it. Therefore, the following table provides only a high level summary comparison.
Knowledge Areas --> OpenAgile
Project Integration Management --> The Learning Circle
Project Scope Management --> Prioritized Value Drivers, Cycle Plan, Five Types of Tasks
Project Time Management --> Timeboxing, Commitment Velocity
Project Cost Management --> Timeboxing, Stable Team
Project Quality Management --> The Quality Work Type
Project Human Resource Management --> Natural Volunteering, The Learning Circle, Cross-Training
Project Communications Management --> The Cycle Plan Wall, The Team Room
Project Risk Management --> Multiple Work Cycles, Cycle Planning (part of the Engagement Meeting), Progress Meetings, the Obstacle type of task
Project Procurement Management --> N/A in OpenAgile
References on PMBoK
An Internet search will find numerous references for comparison between agile methods and PMI-style project management.