With the increased success of Agile processes and the growth of PMI, project teams are faced with a choice: Use PMI's collected body of best practices or use Agile. We are told that PMI practitioners mandate a waterfall command-and-control approach, and that Agile is the process-free alternative. But a quick look side-by-side comparison reveals a much more complex situation. What do we make of facilitative servant-minded project managers? Could Agilists gain value from PMI materials? What is the official position of PMI towards Agile?

By performing a series of exercises, attendees will discover answers to these questions about who is a good PM, who is a bad PM, why they are, and who says so.