AS a Manager I want to create a space in agile world so that I can enable agile transformation.Manager can contribute significantly in transformation process.Let us walk through how ? Agile world removed the designation “Project Manager” etc word.Let us create our own space.

1. Agile
Manager/Leader
Chandan lal patary

2. 2

3. • Problem space and solution space
• Leadership role in Agile world
• Servant Leadership, Tribal Leadership
• Building Self Organized Team ?
• Project Manager and Line manger’s contribution in Agile
Transformation
• How manager boost Agility
• Conclusion
• QA
3

4. Challenges? World is changing
very fast…..
4

5. 5

6. 6

7. 7

8. 8

9. 9

10. a) Program Director
b) Senior Program Manager
c) Program Manager
d) Senior Project Manager
e) Project manager
f) Test Manager
g) Senior Quality assurance Engineers
h) Quality assurance engineer
i) Application Manager
j) Business Analyst
k) Senior domain engineers
l) …….
m)……
10

11. 11

12. 12
https://www.youtube.com/watch?v=RRy_73ivcms

13. • The nature of projects is changing
• Technology is rapidly changing
13

14. • Different situation need different
solution
• Complicated and Complex system
expect different roles to play
14

15. 15

16. • What is the role for a project manager in an agile project?
• Are traditional project management principles and practices
in conflict with agile principles and practices?
• How does a typical project manager shape his or her career
to move in a more agile direction?
16

17. 17

18. • How do I
survive?
18

19. 19

20. 20

21. 21

22. 22

23. 23
 Lean and Agile practices support the
most granular layer – individuals,
who come together and form small,
tightly connected communities we
call teams or tribes.
 we need to focus on moving our
tribe up a level.
 Best way to get people to move up
is simply to encourage them to start
using the language and behaviors of
the next level.

24. 24

25. • I spent time with the team members to understand how
can I serve them
• I look for their need and support them
• Develop team members in various way to bring out the best
in them
• Coach and encourage others to express themselves
• Listen and create a sense of community
25

26. 26
“Conditions for Self-Organizing in Human
Systems” Glenda H. Eoyang

27. 27 Hackman self organizing team

28. • Team needs to be supported and nurtured to make it work:
• Self-organisation is an ongoing process: whenever the set-up changes, the
organisation and the team need to repeat the whole process.
• Self-organized teams require coaching from outside
• Give them a compelling mission.
• Clear boundaries in terms of information flow, alignment with other
organizational units, resources.
• Give the authority to self-manage within these boundaries
• Provide stability for some period of time28

29. 29

30. • Allocating team members (staffing);
• providing mentoring and coaching
• Helping to Develop, execute and monitor the project’s schedule
cost/budget
• Project cash flow/invoicing
• Communications and risk response plans and procurement
management
• Responsible for holding the kickoff meetings and also for
scheduling and facilitating other project meetings as needed
30

31. • Will take charge of preparing and communicating written and
verbal status reports for the team members and stakeholders,
• Updating and archiving the project documentation as needed.
• Facilitating constant communications, including arranging daily
meetings with the team, morning meetings with the client,
• Checking the backlog to ensure on-time completion of the project
segments at the theme level
31

32. • Resourcing – numbers and correct levels of skill
• General administration – arranging meetings, travel, project-
management tool setup
• High-level project planning and tracking – meeting key
customer milestones
• Tracking expenditure and customer billing
• Commercial/legal. Do we have contract cover?
• Keep focusing on unfinished work
32

33. • Tracking of risks, issues and dependencies, and
escalation where required
• Quality-control of documentation
• Communication – with customer, internally and with third parties
Especially outside the immediate agile team
• Reporting – internal and external( Keep track on Metrics)
• Some customers claim to be agile but not many really are, support them
• The project manager provides the interface between our processes
and customer process
33

34. • I can be a Agile coach
• I can be a Product Owner
• I can be a CoP leader
• I can be a Kanban lead
• I can be a value generator
• I can be a innovator and create a new framework
• Inventory of what we each have to offer to the world
• Teaching others through “each one teach one”
34

35. 35

36. Please ask question?
Question?
Question?
36