the agile project manager - carl danneels v1.1
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THE AGILE PROJECTMANAGER OXYMORON ORNEW CORPORATE HERO ?
CARL DANNEELS Plethon ConsultingPMP, Prince2, Scrum Master
11th PMI BeNeLux Day
rimerimeForceorce
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Agile: the need for speed
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Agile Essentials
VelocityValue
READY DONE
SPRINT
DailyMeeting
IMPEDIMENTS
Nx
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Scrum: Artifacts, meetings & roles
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Scrum MasterlHelpsthe Scrum team and the Organisation doptScruml
l ,Establishes SCRUM practices and ruleshielding the team and removingobstaclesl
l eaches the Scrum Team by coaching and byleading it to be more productive and produce
higher quality productsl
l Continuously mproves the SCRUM processl
l - acilitator or Servant Leader
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Product Ownerl Sets development schedule by rioritising
backlogl
l One person in this role ensures that nly oneet of requirements drives developmentl
l
, , ,Can be influenced by committees mgmt customers,sales people but is the nly person thatprioritisesl
l orks with others to estimate items onProduct Backlog
l
l liminates confusion ,of multiple bosses,different opinions and interference
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Scrum Teaml , -mall co located
lDedicatedl
l -elf organisingl
l - ;ross functional No roles
l esponsible for committing to workl
l uthority to do whatever is needed to meetcommitment
l
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(Oxy)moron ?
There is no need for aProject Manager in Agile
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Scenario 0
THEY areRIGHT
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Scenario 1
. euh
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Scenario 1 2nd try
Project Manager =Scrum Master
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The problem is never
how to get new,innovative thoughts into
your mind, but how to
get the old onesout.
Dee Hock
l
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I can't un
dersta
ndwhy
people
.
arefri
ghtenedof
newide
as
ohn Cage
'mfright
enedof
o l d o n e
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"The best way to killcreativity in a
team is letting the boss."speak first
Victoria Holtz
The Agile Manifesto
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Scenario 2
Project Manager =Product Owner
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Traditional
Phased developmentAnticipated resultsUp-front design
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Scenario 3
Project Manager =Outward Looking
Program Manager
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The inevitableexecutive question
So did I get valuefor my money ?
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The control anddocumentation battle
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The prime cause of the battle
SCOPEDEFINITION= DETAILED
SCOPEDEFINITION= HIGH LEVEL
VALUE FOR MONEY= PREDEFINED SPECS
DELIVERED IN TIMEAND ON BUDGET
VALUE FOR MONEY= MANY VALUABLE
FEATURES IN TIME *,THUS WITHIN BUDGET
* quickly
LITTLE DOCUMENTATIA LOT OFDOCUMENTATION
SCOPECHANGE= PART OF THE
GAME
SCOPECHANGE= TO BE AVOIDED
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Agileprojects
Chaoticprojects
Traditionalprojects
The(Organisational)Agile MaturityLevel creates a
Glass Ceiling
Why not consistently go for Agile ?
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Why just Agile is not enough
vProduct Owner vs. SponsorvMeasuring ValuevBudget allocationvLetting go of the timeboxvLong Term Timing
vMore to an IT project than Devt
SOME ISSUES OFAGILE PUR SANG
http://upload.wikimedia.org/wikipedia/commons/4/41/Bonfire_Flames.JPG -
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The Solution = Cohabitation
SCOPECHANGE= PART OF THE
GAME
SCOPECHANGE= TO BE AVOIDED
SCOPEDEFINITION= DETAILED
SCOPEDEFINITION= HIGH LEVEL
VALUE FOR MONEY= PREDEFINED SPECS
DELIVERED IN TIMEAND ON BUDGET
VALUE FOR MONEY= MANY VALUABLE
FEATURES IN TIME *,THUS WITHIN BUDGET
* quicklyExecutive Tactical
MAIN PERSPECTIVE= PHASEor RELEASE
PjM MAIN PERSPECTIVE =
WORK PACKAGE orSPRINT
Scrum roles
MINORSCOPECHANGE= PART OF THE
GAME
SCOPEDEFINITION= HIGH LEVEL
HL
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Greg says....
The issue that gets in the way of anagile approach seems less the issueof the PMBOK Guide, but more the
issue of organisational culture.High demands for accountability,
detailed planning, extensive reporting,mechanistic approaches, and
hierarchical controls, may very well beaverse to an agile approach.
Gregory Ballestrero PMI.ORG.BLOGS March 2009
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And never the twainshall meet (R. Kipling)
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is the key tobreak the
.deadlock
Methodologycohabitation and
customisation
Where can you add value
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Where can you add valueas a Project Manager ?
Stakeholder Financial Governance
+
LETSBRAINSTORM
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This is where you can come in
LEVERAGING YOURPM SKILLS-Preparation of Steercos-Executive level transparency-
Benefits and Business CaseManagement-Stage Gate Management &
Release/Phase Planning-
Methodology cohabitation-Beyond Development--
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Agile : Beyond Development
Dean
Lef f
in
gwell
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Agile: which contract model ?
Source: 10 Contracts for your next Agile Software Project (Peter Stevens)
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Agile Project Mgmt :a balancing act
Walking the thin line between traditional and Agile isthe best way for midsize to large companies to embed
Agile in their organisation.
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There is an important role toplay for PMs in AgileProjects.
Success will be determinedby your capability to set theexample in combining the
best of 2 worlds : Agile &Traditional PM.
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The Agile PM :the new Corporate Hero ?
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Whats on your mind ?
Contact info:
mailto:[email protected]:[email protected]:[email protected]:[email protected] -
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Image Attributions
Slide 2: Trailridge ConsultingSlide 3: Jeff SutherlandSlide 4: Jeff SutherlandSlide 11 : http://home.earthlink.net/Slide 12: http://flickr.com/photos/viknanda/Slide 13: http:/flickr.com/photos/emdot/Slide 14: http://flickr.com/photos/foundphotoslj/Slide 15: http://www.layoutsparks.com/Slide 16: Jason Burmeister (jasonb42882)Slide 17: Paul ConradSlide 18: http://www.insurance.essentialtravel.co.uk
Slide 19: Brodeur partnersSlide 20: http://softwareengineering.notarangelo.com& http://www.flickr.com/photos/felixburton/Slide 21: Danc - Managing game design riskSlide 22: Wikimedia Commons - He who laughs last
http://creativecommons.org/licenses/by/3.0/
Slide 23: Cfr. Slide 20
Slide 25: The Digital Fix
Slide 26: http://flickr.com/photos/ul_marga/
Slide 28: http://www.finallworks.nl & PjM0911
Slide 29: Leffingwell, LLCSlide 30: Video Produced by Scofield Editorial, Inc.
Slide 31 : Stephen Witton, http://www.Real-life.nl
Slide 32: http://www.flickr.com/photos/tharrin/
Slide 33: http://blog.hazrulnz.net/
http://flickr.com/photos/viknanda/http://flickr.com/photos/emdot/73348258/http://softwareengineering.notarangelo.com/http://www.flickr.com/photos/felixburton/http://www.blogger.com/profile/10437870541630835660http://lostgarden.com/2006/04/managing-game-design-risk-part-i.htmlhttp://flickr.com/photos/ul_marga/http://www.flickr.com/http://www.creativecommons.org/http://flickr.com/photos/ul_marga/http://lostgarden.com/2006/04/managing-game-design-risk-part-i.htmlhttp://www.blogger.com/profile/10437870541630835660http://www.flickr.com/photos/felixburton/http://softwareengineering.notarangelo.com/http://flickr.com/photos/emdot/73348258/http://flickr.com/photos/emdot/73348258/http://flickr.com/photos/emdot/73348258/http://flickr.com/photos/emdot/73348258/http://flickr.com/photos/viknanda/