Role of an agile pm

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Role of an agile pm

  1. 1. Agile and the Project Manager Where is my WBS? Who un-installed Microsoft Project?©2008 Protegra Inc. All rights reserved. 1
  2. 2. Learning Outcomes 1. Describe some differences between Traditional & Agile PMs 2. Describe differences between the PM deliverables 3. 7 Traits for an Agile PM 4. And one more thing…. 2
  3. 3. Agile PM  Traditional Project Management manages the known, Agile Project Management manages the unknown  There are distinctly different ways how you manage the unknown versus the known  There are distinctly different people and styles that are more suited to managing the unknown versus the known
  4. 4. Traditional PM tendencies  Detail Oriented  Manages the details  Manages the Plan  Doesn’t prefer change  Guardian Temperament
  5. 5. Agile PM tendencies  Encourages Change  Comfortable with Ambiguity  Comfortable with Delegation, Trust  Manages Value  Idealist Temperament
  6. 6. Idealist  These are big picture people who lead followers to pursue great dreams. They thrive on people issues and gravitate toward the soft skills: conflict resolution, negotiation, team building, facilitating.  Diplomacy and strategy are their strong suits
  7. 7. Guardian  People with this temperament like to play by a set of rules. These are the stabilizers in the organization, working to keep the boat on an even keel.  Meeting budgets and deadlines and following the plan are important to Guardians.
  8. 8. The Difference  In waterfall projects you focus on managing people and tasks, in Agile projects you focus on leading the process  Facilitate decision making versus making the decisions
  9. 9. Deliverable differences Traditional Agile Work Breakdown Structure Priorized Backlog Weekly Status Reports Daily Stand ups Project Plan Iteration Plan MS Project Stickies Problem Solver Problem Solver Assistant Text Reports Visual Boards
  10. 10. 7 Key Traits  Cross Functional  Relationship Builder  Encourages Innovation  Comfortable with ambiguity  Facilitator  Prefers to collaborate  Provide visibility, not status
  11. 11. Cross Functional  Ideally an Agile PM will also play other roles on the project as well  Analyst  Developer  Tester  Equal team member
  12. 12. Relationship Builder  On a Traditional Project, the Analysts usually own the relationship with the business  On an Agile Project, the Analysts still have a strong relationship, but the Agile PM needs to also build a strong relationship to allow them to help to promote value  To do this they need to understand the solution
  13. 13. Encourages Innovation  As an Agile Team member and leader, the Project Manager need to encourage the team to innovate  This may cause more change, but also more value  One of the ways this is done is by ensuring Retrospectives as held  And ensuring those retrospectives value innovation
  14. 14. Comfortable with Ambiguity  The Agile PM must be comfortable with ambiguity and vagueness  The Agile PM must be comfortable with not having a detailed plan or solution up front
  15. 15. Facilitator  The Agile Project Manager does not have a position of authority  As a consequence, they must excel at facilitating decisions with the client and between team mates
  16. 16. Prefers to Collaborate  An Agile PM, like all Agile team members, must prefer to collaborate.  Even when this collaboration is not required. This is done because the PM believes that better solutions will arise.  Not because they have to
  17. 17. Provides Visibility, not status  Instead of preparing status reports to communicate status, the Agile PM creates an environments that provides total visibility to the status of the project for all to see  Kanban Boards, Visual Charts, User Story Maps
  18. 18. And one more thing• Underpinning everything we have discussed is respect for people• Some words that seem wrong to use: - Resources - Software Factory - Probably others…• Agile Project Management is all about helping to maximize velocity, minimize waste, and respecting every individual 18
  19. 19. Agile Prime Directive"Regardless of what we discover, we understand and trulybelieve that everyone did the best job they could, given whatthey knew at the time, their skills and abilities, the resourcesavailable, and the situation at hand.“--Norm Kerth, Project Retrospectives: A Handbook for TeamReviews 19
  20. 20. Final Thought• "In traditional projects the team works for the PM to achieve the PMs goals, in agile projects the PM works for the team to achieve the teams goals" 20
  21. 21. Summary  An Agile Project Manager is a different role and set of skills that a traditional PM  Usually it helps if the Agile PM has a base competency in another skill set on the project as well  Many of the traditional PM characteristics are still required, but these Agile characteristics are important to have in addition
  22. 22. Agile is a DirectionIndividuals and Processes andInteractions ToolsWorking Comprehensivesoftware documentationCustomer ContractCollaboration NegotiationResponding Followingto change a plan 22

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