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Project Managers, our World is Changing!
The document outlines a project management workshop hosted by Palo IT, focusing on agile methodologies and team dynamics through a practical game involving paper airplanes. It emphasizes the shift from traditional management to servant leadership, the importance of collaboration, self-organization, and continuous improvement among project teams. Additionally, it discusses the roles and expectations of project managers, scrum masters, and developers in an agile environment.
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Project Managers, our World is Changing!
- 1. PROJECT MANAGERS, OURWORLD IS CHANGING! BarCamp – Tuesday, June 20, 2017
- 2. OUR SPEAKERS Sophie PAGE AgileCoach – PALO IT Hong Kong Melkar MUALLEM Developer – PALO IT Hong Kong
- 3. HAVE FUN! DISCOVER ABOUTPROJECT MANAGEMENT IN AN AGILE ENVIRONMENT
- 4. 60 STEPS IN60 SECONDS
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- 7. FEEDBACK One idea perpost-it (write in uppercase) What did you feel as a worker being driven ? What did you feel as a worker being driven? What did you feel as a manager not being able to give directions? Did you have any fears before doing the first round? What did you feel as a worker being driven ? Did you have any fears before doing the second round? What did you observe about yourself? What did you observe about others?
- 8. PROJECT MANAGER RESPONSIBILITIES ManageBudget Set Scope Set Priorities Manage People Assign Tasks Give Technical Directions Remove Impediments Manage Risks Track Project Progress Develop Detailed Project Plan Interact with Business Stakeholders Ensure Resource Availability and Allocation Create & Maintain Comprehensive Documentation Project Status Reporting
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- 10. PALO AIRLINES • PALOAIRLINES is planning to buy some new airplanes • They contacted your factories to check for your proposals • They want to know how many airplanes you can deliver in 2 minutes.
- 11. RULES • Teams with4-7 people • We will build paper airplanes • Iterations and re-planning of 2 minutes each • Unconditional respect of time! • Production concept • Teams are not allowed to stock sheets for production • The product (airplanes) MUST conform with the scope defined • If a product doesn‘t pass the final quality review, it will not be accepted in the iteration • Products that are unfinished can be used in the next iteration to be completed • Every team will represent a factory.
- 12. You are given30 seconds to provide an estimation of how many planes you can produce in 2 minutes. You don’t have time to consult your team.
- 13. ROUND 1 • Managergets instruction from the customer • Manager gives instructions to the team (2 min) • Team builds for 2 minutes • At the end of the round, Manager gets feedback from customer • Manager writes the number of planes accepted for the round.
- 14. ROUND 2 • Managergives a new estimation • Manager has 2 minutes to give new instructions to team (it’s not a discussion) • Team builds for 2 minutes • At the end of the round, Manager gets feedback from customer.
- 15. FROM MANAGER TOLEADER • Owns the team • Follows a predefined plan • Seeks to be understood • Instructs / Directs • Encourages action, activity and work • Numbers and analytics oriented • Discourages criticism from team members. Command & Control • Owns the process • Embraces change • Seeks to understand • Persuades / Empowers • Encourages ideas, innovation and fun • Business value oriented • Welcomes criticism. Servant Leadership
- 16. ROUND 3 • ScrumMaster facilitates the discussion of the Team for 2 minutes to decide on a new organization and new estimation • Team builds for 2 minutes • At the end of the round, the team gets feedback from customer • Scrum Master writes the number of planes accepted for the round.
- 17. ROUND 4 • ScrumMaster facilitates the discussion of the Team for 2 minutes to decide on a new organization and new estimation • Team builds for 2 minutes • At the end of the round, the whole team gets feedback from customer • Scrum Master writes the number of planes accepted for the round • Repeat for one more round.
- 18. AND THE WINNINGTEAM IS…
- 19. RETROSPECTIVE • Did youget what the client wanted in the beginning? • Did the estimates get better as we better understand the requirements? • Did the teams find their production limit? • Were the teams motivated? Analyzing the game • Did the cycles help to increase the predictability? • What changed when the Manager became a Scrum Master? • What is better for you and the client: o Deliver all the airplanes in 10 minutes? o Deliver a % of airplanes each 2 minutes?
- 20. SOFTWARE DEVELOPMENT • Repetitive •Linear • Process • Known • Factory. IS NOT • Discovery • Unknown • Creativity • Experimentation • Incremental. IS
- 21. MOTION DRIVERS In hisbook “Drive: The Surprising Truth About What Motivates Us”, Daniel Pink defines three key ingredients for individual motivation. Enablers for Creativity Productivity Stability Autonomy MasteryPurpose
- 22. Manage Budget Set ScopeManage People Assign Tasks Ensure Resource Availability and Allocation Create Comprehensive Documentation PROJECT MANAGER Set Priorities Give Technical Directions Remove Impediments Track Project Progress Interact with Business Stakeholders Report Project Status PRODUCT OWNER SCRUM TEAM SCRUM MASTER Manage Risks Report Project Status Report Project Status Maximize ROI Set Vision Facilitate Ceremonies Protect the TeamPull Tasks Document When Needed Develop Detailed Project Plan
- 23. DEVELOPERS’ EXPECTATIONS • Trust,our expertise • Respect, our opinions • Unleash, our creativity • Involve, us in the process • Believe, in our self-organization. What we expect from Leader • Commitment, to the team and goals • Focus, on prioritized tasks • Curiosity, to learn continuously • Courage, to voice our opinions • Autonomy, with a team spirit. What should be expected from us
- 24. AGILE PRINCIPLES Self-organized team Embracechange Working software Motivated individuals Collaboration Face to Face Continuous improvement Simplicity Sustainable pace Trust Deliver frequently Technical excellence
- 25. HOW TO TRANSITION •Remember it is not mainly about hard skills but mostly about soft skills • Training is therefore not enough • Coaching can help • It takes time • Explore Management 3.0 • Try the “Flip It” game.
- 26. HOW TO TRANSITION •Try the Flip game: http://gamestorming.com/games-for-design/flip-it/
- 27. - Lao Tzu Aleader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it ourselves.
- 28. ROTI – RETURNON TIME INVESTED
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- 30. OUR PALO ITOFFICES France 21 rue de Cléry, Schoolab,75002 Paris +33(0)1 76 54 38 16 france@palo-it.com Hong Kong WeWork 20/F 535 Jaffe Road, CW, Hong Kong +852 3905 4001 hongkong@palo-it.com Singapore 26A Circular Road, Singapore 049382 +65 6220 9908 singapore@palo-it.com Australia 50 Bridge Street, Sydney NSW 2000 australia@palo-it.com Mexico Calle Moliere 50, 11560, Mexico CDMX +52(1) 55 4000 1282 mexico@palo-it.com