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My role as an Agile Manager


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My role as an Agile Manager

  1. 1. My Role as an Agile Manager Kevin Thompson, PhD, PMP, ACP, CSP, CSM 4100 E. Third Ave, Suite 205, Foster City, CA 94404 | 650-931-1651 | www.cprime.comThe leader in training and consulting for project management and agile development
  2. 2. Poll Question What is your role? • Project Management • Product Management • Line Management • Development or TestingCopyright 2013, cPrime Inc. 2
  3. 3. Who is cPrime? Engaged for Your Project Management SuccessCopyright 2013, cPrime Inc. 3
  4. 4. After the webinar… • We will send information to collect the PDU you will earn from attending this webinar • We will also send a links to the recorded webinar and presentation slides once they are posted online • For more information, visit www.cprime.comCopyright 2013, cPrime Inc. 4
  5. 5. Some Assumptions... 1 You already know what “Agile Processes” are 2 You want to know what a Manager needs to know in a world that uses Agile Processes to develop products and servicesCopyright 2013, cPrime Inc. 5
  6. 6. Poll Question Which topic is of greatest interest to you? • How to manage direct reports in an Agile context • How to evaluate project performance • How to evaluate individual performanceCopyright 2013, cPrime Inc. 6
  7. 7. What “Managers” are we Talking about? • Team Product Owners Product Managers • Area Product Owners • Manager of Product Management • ScrumMasters Project Managers • Program Managers • Manager of Project Management Office (PMO) Line Managers • Line ManagersCopyright 2013, cPrime Inc. 7
  8. 8. Reporting Structures • Driver: Enable cross-functional “Feature Teams” aligned with Product domains • Works: Any structure that empowers Teams (usually matrix) • Risks / Fails: Micromanagement, functional managers protecting “turf” • Reasons to re-organize • Existing structure impedes Team’s cross-functional effort • Team members, Product Owners, ScrumMasters cannot do their jobs without interference • Some functions have become obsolete • Reasons to retain current structure • Buy-in, support of Scrum process is solid • Everyone respects Scrum Roles’ authority, Scrum meeting agendasCopyright 2013, cPrime Inc. 8
  9. 9. Common Reporting Structures - 1 PgM: Program Manager APO: Area Product Owner USM: Uber ScrumMaster CPO: Chief Product Owner PMO: Project / Program PMM: Product Management & Management Office MarketingCopyright 2013, cPrime Inc. 9
  10. 10. Common Reporting Structures - 2 PgM: Program Manager APO: Area Product Owner USM: Uber ScrumMaster CPO: Chief Product Owner PMO: Project / Program PMM: Product Management & Management Office MarketingCopyright 2013, cPrime Inc. 10
  11. 11. Poll Question What is the biggest personal concern you have about adopting an Agile process? • Loss of authority as a manager • Possible obsolescence of my role • Decreased understanding of how my direct reports are doing • General uncertainty about what it means to be a managerCopyright 2013, cPrime Inc. 11
  12. 12. Product Management: It’s about Requirements Product Management Scrum Team Team Product Owner Area Product Owner Customers Product Management faces two ways: Scrum Team Team Product Inwards (toward the Team), and Owner outwards (toward the Customers)Copyright 2013, cPrime Inc. 12
  13. 13. Project Management: It’s about Execution Project Management Office ScrumMaster Scrum Team ScrumMaster Program Manager Scrum Team ScrumMasters facilitate Teams Scrum Team ScrumMaster Program Managers facilitate cross- Team workCopyright 2013, cPrime Inc. 13
  14. 14. Organizational Impacts Affected by the Live by the Scrum process Scrum process“Next Ring” has touch Mgmt points with Scrum• Provide inputs • Requests to Product Owner• Receive outputs • Plans Scrum • Status Reports Sales Services• Synchronize Teams interactions with Scrum “clock”• Have own internal processes• Require training SupportCopyright 2013, cPrime Inc. 14
  15. 15. Career Paths • During Transition Based on Interest/Skill Old Roles New Roles Not Job Title Long-term: Devise standard career paths Classic and Retained Engineer  Sr. Engineer  Architect QA Engineer  Sr. QA Engineer  Director, QA New Possibilities Developer / QA  ScrumMaster  Program Manager Business Analyst  (Team) Product Owner  Area Product Owner De-emphasized • Pure Resource ManagementCopyright 2013, cPrime Inc. 15
  16. 16. Agile Leadership at the Team Level Agile Leaders Do Agile Leaders Don’t Set expectations that Team members Tell Teams what estimates should be own estimates Set expectations that Team members Assign Tasks to Team members define & allocate Tasks Guide Teams to solve problems Solve all problems for Teams Solve problems Teams can’t Leave Teams stuck Enforce the defined process Ignore deviations from the defined process Protect their Teams Ignore external interruptions to Team focus Monitor progress Assume progress is OK Warn dependents quickly about trouble Hide bad news Facilitate meetings and keep them Ignore time boxes and let meetings time-boxed and focused drag onCopyright 2013, cPrime Inc. 16
  17. 17. Poll Question What is the biggest organizational concern you have about adopting an Agile process? • How to scale Agile projects to large size • Potential lack of rigor leading to project failure • How governance should be conducted • How to manage customer expectationsCopyright 2013, cPrime Inc. 17
  18. 18. Management Responsibilities in Agile World Familiar New • Build organization • Sponsor Agile transitions • Run the business • Champion the Agile process  Not be ScrumMasters, Product • Manage budgets Owner! • Handle problems passed up • Arrange funding, training, tools, chain facilities (e.g., Team Space),… • Recruit, hire, fire • Participate in Transition Planning • Handle reviews, raises, • Back up Team Members, career development ScrumMasters, Product Owners • Formalize, disseminate • Motivate and inspire technical best practices • Lead by example • Respect the process! Not Appropriate • Define Team membership • Commit deliverables unilaterally • Find ways to reduce waste • Direct day-to-day Team activitiesCopyright 2013, cPrime Inc. 18
  19. 19. Avoid Micromanagement • Empower Team members to make day-to-day decisions • Time to let go of control • Teams self-organize • ScrumMaster facilitates, mentorsCopyright 2013, cPrime Inc. 19
  20. 20. Evaluating Performance of Direct Reports Two sources of Insight • Direct • One-on-ones • Departmental initiatives about technology, architecture, best practices • Indirect • ScrumMaster • Product Owner • PeersCopyright 2013, cPrime Inc. 20
  21. 21. Evaluating Performance of Projects • Metrics • Burndown Chart for Sprint status • Burn-Up Chart for Release status • Observation by silent participation in • Daily Scrum Meeting • Sprint Review Meeting • Investigation • Talk to ScrumMasters, Product OwnersCopyright 2013, cPrime Inc. 21
  22. 22. Agile for Managers Training Course Learning Objectives: • What is “Agile” and how does Scrum fit in? • How can I relate what I know about traditional best practices to Agile practices? • What are the Agile equivalents to the work I’m currently doing? • How do I “sell” Agile in my company? • How do I get an Agile team started? • What planning techniques do Agile teams employ? • How will my role as a manager change? • How do I support Agile team(s)? • What are the next steps my team needs to take in their adoption of Agile practices? • What are the next steps I personally need to take? Want more information? learn@cprime.comCopyright 2013, cPrime Inc. 22
  23. 23. Q&ACopyright 2013, cPrime Inc. 23