If you don't like
What you got
Why don't you change it?
If your world is all screwed up
Rearrange it

The PMI is calling for volunteers to help write and shape PMBOK v5 Guide Link. Here is your chance to inject more recognition and support for agile methods. I was involved in The PMBOK v3 Guide rewrite and got two small changes accepted in 2004 when agile methods and the PMBOK were hardly being talk about and I was a bit of a lone voice at the party.
 
If you don't like what you see
Why don't you fight it
If you know there's something wrong
Why don't you right it
 
Since then the tides have changed and now the PMI Agile Community of Practice is the largest and fastest growing PMI community. In the last PMI Network Magazine sent to members there were two full articles on Agile project management. Of the PMI’s 340,000 members an estimated 65% are in IT and the demand for agile guidance that has proliferated in other disciplines of IT (development, analysis, QA) is very apparent to the PMI, who need to serve their members.

In the end it comes down to your thinking
And there's really nobody to blame
When it feels like your ship is sinking
And you're too tired to play the game

A “Pendentive” is an architectural converter that lets you fit a domed roof on a square base. The pendentive shown in the image on the right is the yellow part.
 
When working in a traditional project management setting we often need agile pendentives that let us fit agile practices onto a traditional base. Here are some examples:

Traditional to Agile
1.    WBS –>  Prioritized Backlog. When asked to show the Work Breakdown Structure (WBS) sponsors and PMO are likely looking for a breakdown of the project deliverables. Traditional project management approaches recommend creating a WBS early in a project lifecycle after gathering requirements and defining scope.

Agile projects acknowledge this upfront design is likely to change and so deliberately go a little lighter on these definition activities, preferring to invest the time in building portions of application and arriving at agreement of functionality through feedback.

2.    Detailed Gantt Chart –> Release Plan. Detailed Gantt charts are another example of a detailed upfront design deliverable that is likely to be brittle and changing too frequently to warrant the update effort in project environments that have high levels of requirements uncertainty or technology uncertainty. It is not that we cannot create Gantt charts for agile projects – I do for some stakeholders. Rather that the time and effort required to update them is probably best used elsewhere in gaining agreement of the true business requirements.

So, instead of producing detailed Gantt charts that list tasks and do not survive contact with the reality of software projects, release plans that layout iterations and release timeframes are a more robust planning tool.