The document discusses agile project management and the role of project managers in agile. It states that some claim agile means no project managers, while others argue there are still roles for program managers and release train engineers to coordinate multiple teams and long running projects. The document provides information on agile frameworks like Scrum and Scaled Agile Framework (SAF) that define leadership roles at the program and portfolio level beyond individual teams.

1. Agile
=
Scrum
=
No
Project
Managers!
Darren
Wilmshurst
ACIB
CITP
MBCS

2. 2
Introduc@on:
Darren
Wilmshurst

3. 3
Create
some
noise!
@dazzawilmshurst
#

4. 4
What
about
you?
Your experience with Agility
1 = Very Little Experience/No Experience
2 = Some Experience
3 = Experienced
4 = Very Experienced
5 = Expert

5. 5
Why
agile?
Source: https://www.startwithwhy.com/
Simon Sinek - Golden Circles
HOMEWORK

6. 6
Where is you pain?

7. 7
Mindset
Values
Principles
Practices
Tools &
Processes
We
use
JIRA
We
do
stand-­‐ups
We
are
co-­‐located
We
do
just
enough
documenta@on
Trust
What
is
agile?
More visible, less powerful
Less visible, more powerful

8. 8

9. 9
Mindset
Values
Principles
Practices
Tools &
Processes
Agile
manifesto
Source: http://agilemanifesto.org

10. 10
12
Principles
of
the
Agile
Manifesto
1. Our
highest
priority
is
to
sa@sfy
the
customer
through
early
and
con@nuous
delivery
of
business
value.
2. Welcome
changing
requirements,
even
late
in
development.
Agile
processes
harness
change
for
the
customer's
compe@@ve
advantage.
3. Deliver
business
value
frequently,
from
a
couple
of
weeks
to
a
couple
of
months,
with
a
preference
to
the
shorter
@mescale.
4. Business
people
and
developers
must
work
together
daily
throughout
the
project.
…
Mindset
Values
Principles
Practices
Tools &
ProcessesSource: http://agilemanifesto.org

11. 11
12
Principles
of
the
Agile
Manifesto
…
5.
Build
projects
around
mo@vated
individuals.
Give
them
the
environment
and
support
they
need,
and
trust
them
to
get
the
job
done.
6. The
most
efficient
and
effec@ve
method
of
conveying
informa@on
to
and
within
a
development
team
is
face-­‐to-­‐face
conversa@on.
7. Business
value
is
the
primary
measure
of
progress.
8. Agile
processes
promote
sustainable
development.
The
sponsors,
developers,
and
users
should
be
able
to
maintain
a
constant
pace
indefinitely.
…
Mindset
Values
Principles
Practices
Tools &
ProcessesSource: http://agilemanifesto.org

12. 12
12
Principles
of
the
Agile
Manifesto
…
9.
Con@nuous
a`en@on
to
technical
excellence
and
good
design
enhances
agility.
10. Simplicity-­‐-­‐the
art
of
maximizing
the
amount
of
work
not
done-­‐-­‐is
essen@al.
11. The
best
architectures,
requirements,
and
designs
emerge
from
self-­‐organizing
teams.
12. At
regular
intervals,
the
team
reflects
on
how
to
become
more
effec@ve,
then
tunes
and
adjusts
its
behaviour
accordingly.
Mindset
Values
Principles
Practices
Tools &
Processes

13. 13
Prac@ces
Mindset
Values
Principles
Practices
Tools &
Processes

14. 14
Agile
is
not
only
scrum
Source: ht©2016 VersionOne, Inc. All rights reserved.
State of Agile is a trademark of VersionOne, Inc. and VersionOne is a registered trademark of VersionOne, Inc.

15. 15
Defini@on
of
Scrum
Scrum (n): A framework within which people can address
complex adaptive problems, while productively and
creatively delivering products of the highest possible
value.
Scrum is:
• Lightweight
• Simple to understand
• Difficult to master
The Scrum Guide © 1991-2014 Ken Schwaber and Jeff Sutherland, All Rights Reserved

16. 16
Sprint
24
hours
Product Backlog
Anyone can contribute
Ordered by Product Owner
Sprint Backlog
Backlog tasks
expanded
by team
Potentially Shippable
Product Increment
Daily Scrum
Meeting
Scrum:
workflow

17. 17
Development teamProduct owner
One person decides No dependencies
No special roles
1 month or less
Value
hypothesis Value*
9 people
or less
ScrumMaster
Owns the process
DEMON:
Why
is
scrum
hard?
Dependency free
Everybody is ‘developer’
Month or less
One product owner
Nine people or less

18. 18
Scrum
Components
Scrum
Events
The
Sprint
Sprint
Planning
Daily
Scrum
Sprint
Review
Sprint
Retrospec@ve
Scrum
Ar@facts
Product
Backlog
Sprint
Backlog
Increment
Plus
...
Progress
Monitors
Scrum
Team
Product
Owner
ScrumMaster
Development
Team

19. 19
OODA

20. 20
Sad
Project
Manager

21. 21
What
about
Mul@ple
Teams
Long
lived
teams.
Long
lived
products.
Spot the Project Manager?

22. 22
The
role
of
the
Program
Manager
• Program Manager coordinates the three leadership teams to
collaborate.
• Establishes the annual calendars for iterations and releases
• Facilitates release planning readiness; Vision, Backlogs and Events
• Assists with program execution and feature completion tracking
• Facilitates Scrum of Scrums
• Escalates impediments and manage risks
• Works with Product, Delivery and Architecture teams to help assure
strategy and execution alignment
• Reports status
• Drives program-level continuous improvement via Inspect and Adapt
workshops and constant demonstration of Kaizen mind
• Encourages team and program level Quality Practices and
Communities of Practice
• Participates in enterprise Program Management improvement and
standardisation activities
Source:
h`p://www.disciplinedagiledelivery.com

23. 23
Scaled
Agile
Framework

24. 24
Role
of
the
RTE
1. Manage and optimize the flow of value through the program using various tools, such as the Program and Value
Stream Kanbans and information radiators
2. Establish and communicate the annual calendars for Iterations and Program Increments (PI)
3. Facilitate PI Planning readiness via fostering the preparation of Vision and Backlogs , and via Pre- and Post-PI
Planning, and via Pre- and Post-PI Planning meetings.
4. Facilitate PI planning
5. Aggregate Team PI Objectives into Program PI Objectives (the RTE) and publish them for visibility and
transparency
6. Aggregate program PI objectives into Value Stream PI Objectives (the VSE) and publish them for visibility and
transparency
7. Assist with execution and Feature/Capability completion tracking (see Metrics)
8. Facilitate periodic synchronization meetings, including the ART sync at the Program Level and the VS sync at
the value stream level
9. Assist with economic decision-making by facilitating feature and capability estimation by teams and roll-up to the
value stream level and Portfolio Level
10. Escalate and track impediments
11. Encourage the collaboration between teams and System and Solution Architects, Engineering , and User
Experience
12. Work with Product Management, Product Owners, and other value stream stakeholders to help assure strategy
and execution alignment
13. Help manage risks and dependencies
14. Report status to Program Portfolio Management and Release Management and supports related activities
15. Understand and operate within the ART Budget
16. Provide input on resourcing to address critical bottlenecks
17. Attend System Demo and Solution Demos
18. Drive continuous improvement via Inspect and Adapt workshops; assess the agility level of the program/value
stream and help improve
19. Encourage Team Level, program level, and value stream level Continuous Integration and Communities of
Practice around SAFe, Agile, and Lean and around Engineering and Quality Practices
20. Coach leaders, teams, and Scrum Masters in Lean-Agile practices and mind-sets

25. 25
Which
way
do
I
turn?

26. Unique in supplying certified training, coaching &
talent via culture and agile practices.
www.radtac.co.uk