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Hello... I'm your project manager
- 2. Hello… I’m yourproject manager! Agility vs Legacy Management Adam Mitchell @PinkFatBunny adam@adammitchell.co.uk
- 4. Scrum Master Agile Project Manager DigitalDelivery Manager Project Manager Delivery Lead Manager Program Manager Technical Delivery Manager Tribe Leader Agile Delivery Manager
- 5. Negative Impact Negative Impacts •Team morale • Staff retention • Ambiguous goals • Stopping people achieving ‘Mastery’ • Unprofessional in front of clients • Not delivering the right thing
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- 8. • The fragile •The lifer • Old-school • The contractor Types of managers
- 9. The fragile –no idea • Nice enough • No agile knowledge • No knowledge at all • How they got the job is a mystery
- 10. The lifer • Spent10yrs getting to this position • All about the org chart • Change management is the bible • Don’t want to feel left out • Car park space = experience • Counting down to retirement • Smiles and nods to the right people at the right time
- 11. Old School Manager TotalWaste At Tolerance • Passive aggressive • Doesn't want to lose control • Micro management • Excel/Gant charts rule • Lack of subject matter knowledge masked by a louder voice
- 12. The contractor • Abit of knowledge is dangerous • Needs to be shown to be worth the day rate • Deadline driven, not necessarily value driven • Visibility more important than doing the right thing
- 13. Legacy Management vsAdaptive/Agile Schedule focused Value focused Yearly Budgets Incremental funding Large upfront planning Continuous steering Assign FTEs to projects Flow features thru teams Risks and returns Time to market
- 14. Characteristics of aServant Leader • Values diverse opinions • Cultivates a culture of trust • Develops other to become leaders • Helps people with life issues • Encourages • Sells instead of tells • Thinks you and not me • Thinks long term • Acts with humility
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- 17. What I’m hearingis… notes of what they are saying and your interpretation of it Making you feel… playback how you think what you heard effects the person 2 Chairs Geoff Watts Munich 2016 @geoffcwatts
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- 19. Hearing - “Needconvincing the ‘work’ is getting done” Feel – “setting milestones means we are delivering” Move away from task management and focus on business value Hearing - “How do I know people are busy” Feel - “teams have to be busy to be productive” Explaining WIP and that 100% capacity doesn’t mean more value delivered. It costs the same Op Ex £
- 20. Go See • “Gosee” also means listen, share, learn, coach, mentor, teach, act, support and most critically interact. • But you may have to cut through a layer of defense to get there and re-educate along the way. • When your management do go see, make sure they really see and understand. It’s not all a parade • Management backs experiments over conformance • Remember a truly agile organization values individuals and interactions.
- 21. 1.5Mb/s wifi For 20people Using all cloud based software
- 25. No more command& control for time management
- 26. “Don’t look withyour eyes, look with your feet… people who only look at the numbers are the worst of all” Nanpachi Hayashi - 2008 – Toyota
- 27. “Don’t look withyour eyes, look with your feet… people who only look at the numbers are the worst of all” Nanpachi Hayashi - 2008 – Toyota Which persona to target for MVP?
- 29. A3 Proposition Canvases Risks andreturns Time to market Yearly Budgets Incremental funding Sells instead of tells Values diverse opinions
- 31. Legacy Agile Large upfrontplanning Continuous steering
- 32. Epics/Features – unitsof business value % of MVP Iterative releases RAG Dashboards Flow features through teams Not Stories Not Velocity Not a resource plan
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- 34. If it works,scale it!
- 35. Large upfront planningContinuous steering
- 36. Moving to AcceleratedBusiness Outcomes (ABO) From SAP Insight Colleague SWM To Busyness Effectiveness Direction and Impediment Clearing Feedback and Impediment Escalation Strategy Portfolio Programme Teams Business Outcome 1 Business Outcome 2 SAP Insight SWM Colleague Etc...
- 37. Cultivates a cultureof trust Develops other to become leaders
- 39. Assign FTEs toprojects Flow features thru teams
- 40. Program Manager Project Manager FeatureTeam PMO Delivery ManagerCost Model TOM I’m the PO
- 41. Program Manager Project Manager FeatureTeamPMO Delivery Manager Cost Model TOM I’m the PO AgileNon - Agile
- 42. Replace the PMrole… … with Delivery Manager Agile / lean practices (tangible stuff) Team dynamics (softer stuff) Delivery support (other stuff) @ewebber • Coaching (team and external people) • Diplomacy • Leadership • Communication • Facilitation. http://emilywebber.co.uk/what-is-an-agile-delivery-manager/
- 43. Delivering stuff Helping deliverstuff Supporting deliver stuff
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- 45. The Lean-Agile PMO:From Process Police to Adaptive Governance Adaptive Governance - the collaborative, flexible and learning/based management of programs and portfolios.
- 47. Hello… I’m yourproject manager! Agility vs Legacy Management Adam Mitchell @PinkFatBunny adam@adammitchell.co.uk Thank you for listening
Editor's Notes
- #5 i'm not one to ignore problems tried to address the dichotomy various ways, some went well some didn't you cant just tell people they are shit at their job
- #6 Fractious – like parents arguing over children in a divorce that no one wants With IBM I had 4 project managers in 6 months, 1 lasted 5 days. 1 was bat shit crazy
- #8 Christopher Avery – This isn’t about blaming PM’s for every failed project ….Hello I’m your test manager
- #9 This isn’t to identify the enemy if you can understand them you can help better the dichomty
- #10 Charles Logan 24
- #11 Public sector
- #12 Frank Underwood probably drives an Audi diesel, 2.0 S-Line, probably with an RS badge stuck on I had one PM who bought a lordship and used that
- #13 Omar Little from The Wire ego centric personality
- #15 foster belong do myself out of a job not just short term wins at the expense of others, 6, 12, 18months
- #16 Gone are the days when you could just offer them out to the car park Anyone being to Halifax? Famous for a bakn that lost billions – shittest nighrclub in uk and the uplifting documenrty Happy Valley this is something i've worked hard at over the past couple of years, people use Servant Leadership in interfiews and soundbites but not to this level of undersatnding use empathy to get an understanding of the person and thier problems/needs
- #17 Stephen Mounsey Infiity Works under Tom Walton Thought he made it up on the train
- #18 Discussed by geoff watts in Munich last october Goes back to the servant leaderahip mantra Stephen Mounsey – Listen presentation – thought he made it up on the train here
- #19 Kanban from the inside AgendaShift – 4th question on the bottom got added last month. Print out cards Lucky in the at Mike Burrows consults for my company. New book coming out soon, 1st chapter online now
- #20 Milestones tracking task management – what are you delivering at the milestones? Meetings aren’t work Look at new things, mastery - experiements Sticky notes by 3m delveoped in their down time
- #21 Similar to do they really listen, do they really see Promoting the human interaction with the delivery team Derived from Lean and the Toyoto Way
- #22 Try letting them book their golf tee times on that bandwidth! Facetime the wife at home
- #24 Farsical that adults need silly pictures of themselves Yes there are 15 avatars ….I was trying a mob scrum team …it failed
- #25 Ownership that he participating towards the MVP and towards building the right thing Would he get that excited about a requirement doc or filling in a spreadsheet
- #26 Struggle to comprehend that adults can actually manage their own time without asking permission Don’t want to let go Team members Still updated the company HR to track holidays Team breakfast – involving all the team including middle management
- #27 We as coaches, devs, testers, BA, UR, UX’s should be encouraging this behavour
- #28 5% PM goes to lab, shows them the website prototype, shows them the posters, show’s them the mobile app Does this work?? No – I can’t read.
- #29 Really need to understanfd why. SouthWest airlines that Linda touched on. Migration excerise move 10m accounts from A to B. Deal with some of the most venerable people in society – we get this wrong people will get eviced, not pay for food and will die. I speant a lot of time working for gambling companies so this was karma
- #30 Whole point is that the PM has to engage with the rest of the teams and company, pretty much in person Away from email Takes 60mins – quicker than writing a PID, who reads those anyway Justify and explain the business value of what they want doing Seek feedback from SMEs, tech archs Getting rid of silos
- #31 Whole point is that the PM has to engage with the rest of the teams and company, pretty much in person Away from email Takes 60mins – quicker than writing a PID, who reads those anyway Justify and explain the business value of what they want doing Seek feedback from SMEs, tech archs
- #32 Moving into more adaptive planning, don’t put sprints in stakeholder plans > it’s the output, the product, the MVP. Not who does what during the sprint What your doing in the sprint should be on the walls or in TFS/Trello/Jira – self serve metrics
- #33 Moving into more adaptive planning, don’t put sprints in stakeholder plans > it’s the output, the product, the MVP. Not who does what during the sprint Flowing work through the teamss What your doing in the sprint should be on the walls or in TFS/Trello/Jira – self serve metrics
- #34 Indictive completion using historic data – not estimates Operational expenditure remains the same
- #35 £20m worth or projects Anyone know what tool this is? Jon Terry at LeanKit said he’d give me 500dollar credit > talk later
- #36 15mins every week – moving to 15mins every 2 weeks. Project stand ups feed into Program Stand Ups which feed into Portfolio stand up What do you do with all that spare time that the PM’s and prog managers have??? Guy from throughtworks about stopping projects
- #37 PM’s suffer the same problems that they place upon the delivery teams. They feel they are in a hierarchy This gives the PM’s easy access to the tiers above Gives them more exposure
- #38 SAP Digital Boardroom Where is it? Canteen. Transparency and giving the the teams purpose. Minority Report type tech. if subscribe to gartner watch this space! Leankit MI in a more usable form Going back to the listening and what you want sessions – why do I need ofgem data, to not get fined, who stops us getting fined? The engineers in the vans. Trying to be reactive
- #39 Org charts backbone of any organization yes we know someone owns the company but is it necessary to create hierarchies like this anymore Trying to foster autonomy in our teams – this isn't the best way to do it.
- #40 Spotify model. A lot of Target Operting Models are aiming for this DWP is close. I think Sky Gaming Bet is similar Communities of practice Easy to scale with SAFe or LeSS or enterprise kanban
- #41 PMO who books meeting rooms going to SLT’s PO having to ask permission from the PM to put things in the backlog Looks simple but doesn’t work – risk us not ‘delivering the right thing’
- #42 split out non agile delivery. still work collaberaty but in pararrel allows the pm to focus on what they understand and can do Compromise down side is everyone is benefiting from Agile working practices. simple Kanban to help manage work for BAU
- #43 Scrum XP agile methodlogies TD - servent leadership DS - hiring, firing, money Leadership - regardless of where you sit in an org chart, you exhbit good leadership and you'll get the support and trust from your peers and teams
- #44 Why does it have to be more complicated than that But people need to know why they are doing what they are doing? ‘purpose’ Got the avatar on the wall
- #46 Extracting the knowledge that is needed, using the right metrics, lean reports.