TeamProsource will present their view on the 360° project manager. A 360° project manager is neither a model fundamentalist nor an ad-hoc pragmatist. He understands how projects can fundamentally differ and knows how project management, project governance, process improvement and agile development need to be interpreted differently for each project. He has an understanding of different associated project life-cycle models and the importance of taking an end-to-end view on projects (from idea to implementation). He uses recurring patterns (tailoring guidelines) for interpreting the different available standards (CMMI®, PMBOK®, PRINCE2®, Scrum, program and portfolio management), using them in combination, and resolving seemingly conflicting model requirements. Learn to become a 360° project manager.

1. The 360°Project Manager
PMI UK South West Event
Swindon
13th October 2011
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2. The stages of learning to mastery
Shuhari is the Japanese martial arts equivalent of the European guilds’
apprentice, journeyman, master ladder. Shuhari describes the stages of
learning to mastery.
• Shu ( : , "protect", "obey") — traditional wisdom — learning
fundamentals, techniques and heuristics.
• Ha ( : , "detach", "digress") — breaking with tradition —
finding exceptions to traditional wisdom, reflecting on their truth,
finding new ways and techniques.
• Ri ( : , "leave", "separate") — transcendence — there are no
techniques or proverbs, all moves are natural
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3. SHU – HA – RI
— traditional wisdom —
learning fundamentals,
techniques, heuristics
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4. Meet
our
Friends
….
WARNING: All characters appearing in the work are fictitious. Any
resemblance to real persons, living or dead, is purely coincidental

5. Plan General

6. Car negieMellon
Template Zombie Soft w are Engineering Inst it ut e

7. Scrumble Agilist

8. The SHU-level Project Manager
Single
model
focus
….
•
Applica5on
of
a
par5cular
best
prac5ce
model
in
all
projects
•
Cer5fica5on
&
training
programmes
•
Sharing
of
good
prac5ces
(experience)
in
local
forums

9. SHU – HA – RI
— breaking with tradition —
finding exceptions to traditional
wisdom, reflecting on their truth,
finding new ways & techniques
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10. Organizational Preferences
Management
STL
SE SE SE SE
FWK
CNCRT
PMO QA
SW development
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11. Iterative Development Project Life-Cycle
Overall project planning and governance according to PRINCE2 / PMBOK / CMMI
Starting-up Project Development Release
a project Initiation
Stage 1 Stage 2 Stage 3 Closure report
Project Brief PID
Essential Demonstrable Marketable
Release Ideation Release Ideation Release Ideation
Development Conception Development Conception
Development Conception
Approval Approval
Approval
Development work managed according to
agile principles (Scrum / Kanban)
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12. WaterScrum
• Upfront planning and analysis
• Time-boxed development
• Late validation
• No systematic involvement of the (proxy-)
customer
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13. SCRUMbled CMMI
How quick do you respond to changing needs?
quick
Agile SCRUMbled
CMMI
Lead Time (LT)
SCRUM
Fire CMMI Plan-
fighting driven
slow
short Planning Horizon (PH) long
How far in the future do you plan and stick to your plan?
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14. The Ha-level PM combines multiple models
Lean /
Agile
Project THE PROJECT
governance
Project Process
management improvement
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15. SHU – HA – RI
Use only that which works, and take it from
any place you can find it.
As quoted in Bruce Lee : Fighting Spirit
(1994) by Bruce Thomas (1994)
Don't get set into one form, adapt it and
build your own, and let it grow, be like water.
Bruce Lee: A Warrior's Journey (2000)
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16. There are many (environmental) factors
that differentiate projects… How do projects differ?
Organisation Size
Infrastructure
Standards Technology
and tools
Team size and
location
Culture
Politics
We must find those factors that make projects fundamentally
different.
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17. Business Uncertainty
Change the Run the
Uncertain - Certain
business business
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18. Customer Engagement
Collaborative / Trust based
User(s) and supplier(s) Lead user innovation /
co-create Open innovation
Engagement
Stakeholders have Tailored application or
shared goals product
Customer and supplier have
Off-the-shelf product
transaction relation
Enforced platform or
Conflict among parties standard
Competitive / Transactional
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19. Project Archetypes
Change the business Run the business
Collaborative
Discovery projects Extension projects
• Breakthrough innovation of • Development and delivery of
products or services non-standard products or
• Breakthrough innovation of services
organisation
Sensitive projects Routine projects
Transactional
• Development of technology or • Implementation of standard
large infrastructure or large service or product
organisational change • Routine performance
improvements
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20. Unique challenges
Discovery Extension
Managing Managing
unknown scope/time/
unknowns budget risk
Managing Repeated
stakeholder delivery of
conflict good quality
Sensitive Routine
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21. Design solutions tailored for each project type
Extension Routine
Scope/time/
cost risk Schedule &
Qualitatively management resource
managed Quantitatively management
process managed
process
Iterative product
development Work cells /
Kanban board
Project management Process improvement Agile
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22. Design solutions tailored to each project type
Sensitive Discovery
Conflict Options
management management
Ritual Emergent
process process
Iterative
Crews customer
development
Project management Process improvement Agile
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23. The Ri-PM thinks in terms of model components
Agile
Iterative Iterative
customer product
development development
Crews Work cells /
Kanban
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24. Assessing projects
Please indicate what best fits your project.
The project implements
The project is tailor
X a standard that the
made to the needs of
users (customer) just
the user (customer).
have to accept.
The user is an external
The user is part of the
X role to the team
team (=pig).
(=chicken).
Assessment result
discovery extension
sensitive routine
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25. Project Archetypes in Portfolio
Discovery Extension
Sensitive Routine
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26. Adaptive project management
Routine Extension Discovery Sensitive
Project Manage according
Outcome and risk Manage a program Implementation
management to standardised
management of exploration management
perspective work plans
Build solutions
Explore which Explore which
Agile Optimizing team incrementally to
outcomes actually outcomes create
perspective throughput manage scope, cost
create value consensus
and time risk
Process Implement best Facilitate self- Standardize
Ensure
practice to manage organisation and selected critical
improvement standardized work
expert work and to capture emergent processes (safety,
perspective processes
manage risks practices security, …)
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27. The 360° Project Manager
• : : : (Shuhari) : Master in
Successful Project Delivery
• Best practice models are useful
• No model fundamentalism / one-size-fits-all
• Designs tailored approach
• Using project archetypes
• Best practice model components
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28. Unique opportunity to learn more about
how to successfully run Agile & Lean
software development projects using
Kanban
Book now on www.prosourceacademy.eu
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29. johan.vanwelkenhuysen@teamprosource.co.uk
THANK YOU
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