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The PM Role in a Lean and Agile World

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Oh wow! We are a lean and agile organization. Where do I fit as a traditional PM?
Product development organizations seek a competitive edge -- lean and agile practices are at the forefront of organizational change in most companies. Trapped in the undertow of the lean & agile transformation, the traditional PM is often left bewildered of the next step to take.

Dr. Dave Cornelius brings many years of experience in the IT industry and as an entrepreneur. Credentials include DM-IST, MBA, PMP, PMI-ACP, CSP, & SSBB. A consultant supporting the transformation to the Scaled Agile Framework (SAFe) at a Southern California company, Dr. Cornelius receives many concerns from traditional project managers about the PM role in a lean and agile organization.
You will find Dave volunteering in the traditional and agile communities to support fellow members and create new knowledge. Currently, Dave is teaching underserved kids in Los Angeles Scrum and software programming concepts using Alice (a Carnegie Mellon University technology teaching product).

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The PM Role in a Lean and Agile World

  1. 1. PM  Role  in  a  Lean  &  Agile  World   Dave  A.  Cornelius,  DM   DM,  MBA,  PMP,  PMI-­‐ACP,  CSP,  SSBB,  ITIL  v3   1   To  serve  God  by  serving  others,  to  inspire  con4nual  learning,   and  to  add  value  to  individuals  by  enhancing  their   professional  growth  and  development.     Copyright  ©2014  Dave  Cornelius  
  2. 2. PM  Role  in  a  Lean  &  Agile  World   PM  Role   Strategic PM Enterprise Agility Leading  PM   Scaled  Agile   Framework   (SAFe)   Lagging  PM   2  Copyright  ©2014  Dave  Cornelius  
  3. 3. Good  Old  Days!   •  Project  Manager  -­‐  the  project  leader   •  The  Project  Management  InsNtute  stated,  “the  role  of  the  project  manager  is   to  lead  the  team  that  is  responsible  for  achieving  the  project   objecNves”  (PMBOK  Guide,  5th  Ed.)     3  Copyright  ©2014  Dave  Cornelius  
  4. 4. Lean  &  Agile  TransformaNon   •  New  leadership  announces  new  strategy  to  be  lean  and  agile   •  Are  you  the  odd  man  or  woman  leZ  out?   4  Copyright  ©2014  Dave  Cornelius  
  5. 5. Project  Management  RedefiniNon   •  Should  reside  in  the  office  of  the  CEO  or  COO   •  No  longer  just  the  score  keeper  and  traffic  signal  provider   •  Project  management  has  become  a  business  skill  vs.  role   5   Yogi  Berra  once  said,  when  you  arrive  at     the  fork  in  the  road,  take  it!   And  you  may  find  yourself  living  in  a  lean  and  agile  world   And  you  may  find  yourself  in  uncertainty   And  you  may  find  yourself  in  a  new  role   And  you  may  find  yourself  in  a  beauNful  place,  with  a  beauNful  life   And  you  may  ask  yourself,  Well...How  did  I  get  here?   “Once  in  a  Life;me”  –  Talking  Heads   Adult supervision over a well educated and talented people no more.. Copyright  ©2014  Dave  Cornelius  
  6. 6. PM  Role  Not  IdenNfied  as  an  Agile  Role   •  Scrum:  PM  role  and  responsibiliNes  distributed  between  Scrum  team  members   •  SAFe:  PM  role  can  be  the  Release  Train  Engineer   •  Others:  PM  role  as  a  Coach  /  Facilitator   •  A  few  PM  haters:  No  value!   6   •  PMI  Says:   –  Leadership   –  Team  building   –  MoNvaNon   –  CommunicaNon   –  Influencing   –  Decision  making   –  PoliNcal  and  cultural  awareness   –  NegoNaNon   –  Trust  building   –  Conflict  management   –  Coaching   Copyright  ©2014  Dave  Cornelius  
  7. 7. TradiNonal  vs.  Agile  PM  Role  Comparison   7   Tradi@onal  PM  Role  –  Phase-­‐based   Agile  PM  Role  –  Adap@ve     Ini@a@ng:     •  Project  charter  and  idenNfy  stakeholder   Ini@a@ng:     •  Release  train  –  iniNated  through  release   planning  event   Planning:     •  Establish  project  scope,  refine  objecNves,   define  correcNve  acNons  to  maintain  objecNves     (21  ac@vi@es)   Planning:     •  Team  define  the  plans;  limited  PM   involvement   Execu@ng:     •  Complete  work  defined  in  project  plan   (8  ac@vi@es)   Execu@ng:   •  Scrum  Master  (daily  standup,  retrospecNves,   sprint  demos)   •  Coaching  and  facilitaNon   •  Vendor  relaNonship  (SOW)   Monitoring    and  Controlling:     •  Track  review  and  regulate  project  progress  and   performance  (10  ac@vi@es)   Monitoring  and  “Repor@ng”:     •  Metrics  (quality,  cost,  and  execuNon)   •  Scrum  of  Scrums  Master  (team  integraNon)   •  Risks  and  Dependencies   Closing:  Formally  close  the  project  or  phase;  close   procurement   Closing:  Formally  close  the  release   Copyright  ©2014  Dave  Cornelius  
  8. 8. The  Brave  New  World   •  Time  to  respond  to  change   8  Copyright  ©2014  Dave  Cornelius  
  9. 9. What  is  Lean  &  Agile?   •  Lean  is  a  pracNce  that:   –  Eliminates    delays  /  waste   –  Maximizes  the  value  stream   –  Balances  flow  (WIP)   –  Streamlines  pull  (Customer  Demand)   –  Plan-­‐Do-­‐Check-­‐Act   –  Kaizen   9   •  Agile  is  a  pracNce  that  is:   –  IteraNve   –  CollaboraNve   –  Inspect  and  adapt   –  Respond  to  change   –  Plan-­‐Do-­‐Inspect-­‐Adapt   –  RetrospecNves   Copyright  ©2014  Dave  Cornelius  
  10. 10. Scaled  Agile  Framework  (SAFe)   10   2. Organization Alignment 1. Customer Engagement 5. Responsiveness to Change (Inspect / Adapt) 4. Transparent Behaviors 6. Team Engagement 3. Enterprise Agility 7. Improved Time to Market (2008 - Dean Leffingwell Created SAFe) (SAFe Big Picture adopted with permission from Dean Leffingwell) SAFe Attributes Copyright  ©2014  Dave  Cornelius  
  11. 11. PM  Role  in  a  Lean  &  Agile  World   •  Strategic  PM   –  Enables  future  innovaNons   –  Facilitates  organizaNon  alignment   11   •  Leading  PM   –  Charts  the  future;  anNcipaNng  and  prevenNng  problems   –  Leads  and  indicate  organizaNonal  change   –  Plans  cross-­‐funcNonal  team  dependencies   •  Lagging  PM   –  Explains  the  past   –  Responds  to  change  by  applying  correcNve  acNons   Strategic PM Leading PM Lagging PM Copyright  ©2014  Dave  Cornelius  
  12. 12. Strategic  PM   •  Collaborates  with  pornolio  management  and  business  leaders   •  Evaluates  strategic  insights  implementaNon   •  Measures  the  “Voice  of  the  Customer”  (VOC)  deliverables   •  Tracks  the  investment  themes  implementaNon   •  Provides  project  pornolio  performance  metrics   •  Roles:   –  Project  Pornolio  Management   •  Knows  organizaNon  capacity  (2  new  products  annually)   •  Reviews  Product  investment  history   •  Reports  Product  success  and  failure  history   12   Strategic PM Copyright  ©2014  Dave  Cornelius  
  13. 13. Pornolio  Engagement:  Strategic  PM   •  Collaborate  with  pornolio  management  and  business  leaders   •  Understands  the  vision  and  product  roadmaps   1.  Customer   Demands   2.  Market   CompeNNon   3.  Financial   Markets   13   1.  IniNaNng   2.  Planning   PMI Phases You and I (Strategic PMs) 3.  Monitoring   &  “ReporNng”   (SAFe Big Picture adopted with permission from Dean Leffingwell) External Drivers What  to  fund?   Copyright  ©2014  Dave  Cornelius  
  14. 14. Pornolio  Engagement:  Strategic  PM   •  Tracks  the  investment  themes  implementaNon   •  Measure  the  “Voice  of  the  Customer”  (VOC)  deliverables   14   You and I (Strategic PMs) Net  Promoter   Score   ROI   IRR   PMI Phase 3.  Monitoring  &   “ReporNng”   Project  Quality,  Cost,  and   ExecuNon  Metrics   1.  Add  cloud   compuNng  as  a   customer  value   2.  Expand   products  to   EMEA  markets   3.  Common   architecture   across  systems   Investment Themes Stakeholders ConNnue,  adjust,  or  kill  iniNaNves   Copyright  ©2014  Dave  Cornelius  
  15. 15. Team  CollaboraNon  1:  Strategic  PM   •  Get  in  small  teams  and  do  the  following:   –  Discuss  other  areas  to  add  value  as  a  strategic  PM   –  Write  them  on  Post-­‐It  notes   –  Post  them  on  the  big  sheet  of  paper   15   Strategic PM Copyright  ©2014  Dave  Cornelius  
  16. 16. Leading  PM   •  Charts  the  future;  anNcipaNng  and  prevenNng  issues   •  Leads  and  indicates  organizaNonal  change   •  Plans  cross-­‐funcNonal  teams  dependencies  during  planning  acNviNes   •  Roles:   1.  Release  Train  Engineer  –  Accountable  for  release-­‐level  planning  outcome   2.  Release  Manager  –  Accountable  for  product  release  to  market   3.  Product  Owner  –  Accountable  for  prioriNzed  work  for  the  team   4.  Scrum  Master  –  Accountable  for  team  Scrum  pracNce     5.  Scrum  of  Scrum  Masters  –  Accountable  for  team  dependency  integraNon   6.  Coach  –  Enables  the  transiNon  from  non-­‐agile  to  agile  and  lean  thinking   16   Leading PM Copyright  ©2014  Dave  Cornelius  
  17. 17. Program  Engagement:  Leading  PM   •  AnNcipates  and  prevent  issues   •  Leads  release  train  planning  meeNng  as  the  Agile  Release  Train  Engineer  (Uber  Scrum  Master)   •  Release  Management  plans  acNviNes  for  the  releases   17   1.  IniNaNng   2.  Planning   PMI Phases You and I (Leading PMs) (SAFe Big Picture adopted with permission from Dean Leffingwell) •  Plan Release Train Event •  Prioritized top 10 features •  Team alignment Copyright  ©2014  Dave  Cornelius  
  18. 18. Program  Engagement:  Leading  PM   •  AnNcipates  and  prevent  issues   •  Leads  release  train  planning  meeNng  as  the  Agile  Release  Train  Engineer  (Uber  Scrum  Master)   •  Release  Management  plans  acNviNes  for  the  releases   3.  ExecuNng   4.  Monitoring   &  “ReporNng”   18   5.  Closing   PMI Phases You and I (Leading PMs) (SAFe Big Picture adopted with permission from Dean Leffingwell) ConNnue,  adjust,  or  kill  iniNaNves   Copyright  ©2014  Dave  Cornelius  
  19. 19. Program  Engagement:  Leading  PM   •  Scrum  of  Scrums  Master   –  Straddling  the  Now  (Agile  transformed)  and  Not  Yet   –  Facilitates  integraNon  (dependencies  and  risks)  between  dependent  teams   –  Ensures  key  issues  are  managed  and  owned   19  Copyright  ©2014  Dave  Cornelius  
  20. 20. ScrumXP  Engagement:  Leading  PM   •  Product  Owner  –  IdenNfies  and  prioriNzes  features     •  Scrum  Master  –  Defines  areas  to  coach  the  teams   •  Scrum  of  Scrums  Master  –  IdenNfies  dependencies  and  risk  miNgaNon  steps   20   1.  IniNaNng   2.  Planning   PMI Phases You and I (Leading PMs) (SAFe Big Picture Adopted with permission from Dean Leffingwell) •  Stories / Requirements Elaborated •  Areas to improve identified •  Dependencies & Risks identified Copyright  ©2014  Dave  Cornelius  
  21. 21. Team  CollaboraNon  2:  Leading  PM   •  Get  in  small  teams  and  do  the  following:   –  Discuss  other  areas  to  add  value  as  a  Leading  PM   –  Write  them  on  Post-­‐It  notes   –  Post  them  on  the  big  sheet  of  paper   21   Leading PM Copyright  ©2014  Dave  Cornelius  
  22. 22. Lagging  PM   •  Explains  the  past   •  Responds  to  change  by  applying  correcNve  acNons   •  Roles:   1.  Product  Owner  –  Validates  the  completed  and  prioriNzed  work   2.  Scrum  Master  -­‐  Measures  velocity,  quality,  and  conNnual  improvement   3.  Scrum  of  Scrum  Masters  –  Tracks  dependency,  risks,  and  integraNon   issues   22   Lagging PM Copyright  ©2014  Dave  Cornelius  
  23. 23. ScrumXP  Engagement:  Lagging  PM   •  Product  Owner  –  Defines  metrics  that  describe  product  performance  with  customers   •  Scrum  Master  –  Evaluates  areas  to  improve  and  coach  the  team   •  Scrum  of  Scrums  Master  –  Evaluates  miNgaNon  steps  for  dependencies  and  risks   23   1.  IniNaNng   2.  Planning   PMI Phases You and I (Lagging PMs) (SAFe Big Picture Adopted with permission from Dean Leffingwell) Copyright  ©2014  Dave  Cornelius  
  24. 24. ScrumXP  Engagement:  Lagging  PM   •  Product  Owner  –  Captures  and  reports  metrics  for  product  performance  with  customers   •  Scrum  Master  –  CorrecNve  acNons  to  improve  team  producNvity   •  Scrum  of  Scrums  Master  –  Executes  miNgaNon  steps  for  dependencies  and  risks     24   3.  ExecuNng   4.  Monitoring   &  “ReporNng”   5.  Closing   PMI Phases You and I (Lagging PMs) (SAFe Big Picture Adopted with permission from Dean Leffingwell) Copyright  ©2014  Dave  Cornelius  
  25. 25. Team  CollaboraNon  3:  Lagging  PM   •  Get  in  small  teams  and  do  the  following:   –  Discuss  other  areas  to  add  value  as  a  Lagging  PM   –  Write  them  on  Post-­‐It  notes   –  Post  them  on  the  big  sheet  of  paper   25   Lagging PM Copyright  ©2014  Dave  Cornelius  
  26. 26. Your  Turn  for  Knowledge  Sharing     •  Would  you  share  your  view  about  the  “PM  Role  in  the  Lean  &   Agile  World?”   26  Copyright  ©2014  Dave  Cornelius  
  27. 27. What  Did  You  Learn?   27   •  Strategic  PM   –  Enables  future  innovaNons   –  Facilitates  organizaNon  alignment   •  Leading  PM   –  Charts  the  future;  anNcipaNng  and  prevenNng  problems   –  Leads  and  indicate  organizaNonal  change   –  Plans  cross-­‐funcNonal  team  dependencies   •  Lagging  PM   –  Explains  the  past   –  Responds  to  change  by  applying  correcNve  acNons   Strategic PM Leading PM Lagging PM Copyright  ©2014  Dave  Cornelius  
  28. 28. Conclusion   •  The  PM  has  a  role  in  the  Scaled  Agile  Framework  (SAFe)     •  The  PMP  gave  us  life  skills  beyond  a  role   •  We  may  have  to  chart  our  role  in  the  lean  and  agile  world   •  Strive  to  be  beser  corporate  ciNzens   28  Copyright  ©2014  Dave  Cornelius  
  29. 29. About  Dave  Cornelius   •  Purpose:  To  serve  God  by  serving  others,  to  inspire  conNnual   learning,  and  to  add  value  to  individuals  by  enhancing  their   professional  growth  and  development.     •  Website:  DAVE-­‐CORNELIUS.COM   •  E-­‐mail:  ME@DAVE-­‐CORNELIUS.COM     29  Copyright  ©2014  Dave  Cornelius  
  30. 30. Thank  you   •  Carmen  Cornelius  –  Puung  up  with  me   •  Jill  Freeman  Stack  -­‐  Reviewing  and  ediNng  the  deck   •  Dean  Leffingwell  –  Permission  to  use  the  SAFe  Big  Picture   •  Victor  Broski  –  Speech  Coaching   •  Victor  Bonacci  –  Camera  OperaNons   30  Copyright  ©2014  Dave  Cornelius  
  31. 31. References   •  Scaled  Agile  Framework:  hsp://scaledagileframework.com/   •  A  is  for  Agile,  not  Anarchy:  hsp://www.agilenotanarchy.com   •  Dave  Cornelius:  hsp://dave-­‐cornelius.com   31  Copyright  ©2014  Dave  Cornelius  
  32. 32. Workshop  Assignment  -­‐  PM  Role  in  a  Lean   and  Agile  World     •  Business  Case:  Um-­‐Um-­‐Good  Cookies  receives  input  from   customers  for  each  year’s  exoNc  cookie  flavors.    Only  the  right   cookie  flavors  can  be  selected  to  ensure  the  company  makes  a   profit  and  support  the  grass  root  customer  loyalty  program.    As  a   Strategic,  Leading,  and/or  Lagging  PM  you  will  idenNfy  and   discuss  your  role  to  support  the  organizaNon’s  selecNon,   oversight,  and  execuNon  to  produce  the  next  customer  driven   flavors  for  2014.   •  My  favorite  is  the  Samoas!     32  Copyright  ©2014  Dave  Cornelius  
  33. 33. Workshop  Assignment  -­‐  PM  Role  in  a  Lean   and  Agile  World  –  Cont’d   •  General  Ques@ons   –  IdenNfy  and  discuss  the  top  3  acNviNes  that  are  vital  to  your   project  for  delivering  customer  value.   –  IdenNfy  and  discuss  the  top  3  acNviNes  that  you  believe  the   PM  is  best  qualified  to  perform  in  the  lean  and  agile  world.   –  IdenNfy  and  discuss  the  top  3  acNviNes  you  perform  the  most   aligns  with  aspects  of  Agile.   –  IdenNfy  and  discuss  the  top  3  acNviNes  you  perform  that  make   you  valuable  to  the  project.     33  Copyright  ©2014  Dave  Cornelius  
  34. 34. Workshop  Assignment  -­‐  PM  Role  in  a  Lean   and  Agile  World  –  Cont’d   •  Strategic  PM   –  Assignment:  In  your  role  as  the  “Strategic  PM”  idenNfy  other   areas  that  you  can  parNcipate  and  add  value  in  the  pornolio   deliverables  to  select  the  next  customer  driven  exoNc  cookie   flavors.       34   Strategic PM Copyright  ©2014  Dave  Cornelius  
  35. 35. Workshop  Assignment  -­‐  PM  Role  in  a  Lean   and  Agile  World  –  Cont’d   •  Leading  PM   –  Assignment:  In  your  role  as  the  “Leading  PM”  idenNfy  other   areas  that  you  can  parNcipate  and  add  value  in  the  planning  of   deliverables  to  meet  the  next  customer  driven  exoNc  cookie   flavors  expectaNons.         35   Leading PM Copyright  ©2014  Dave  Cornelius  
  36. 36. Workshop  Assignment  -­‐  PM  Role  in  a  Lean   and  Agile  World  –  Cont’d   •  Lagging  PM   –  Assignment:  In  your  role  as  the  “Lagging  PM”  idenNfy  other   areas  that  you  can  parNcipate  and  add  value  in  the  guidance   of  producing  deliverables  to  saNsfy  the  next  customer  driven   exoNc  cookie  flavors.     36   Lagging PM Copyright  ©2014  Dave  Cornelius  

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