the hidden secrets of agile that no project manager knows! · 2017. 2. 9. · the scrum framework...

The Hidden Secrets of Agile that no ProjectManager knows!

Delivered by Mishkin BerteigFeb. 9, 2017

At PMI SWOC London Event

Copyright 2017 Berteig Consulting Inc., All Rights Reserved

What do you already know?

Exercise in pairs or small groups:

● What are some of the craziest, most radical things you haveheard about Agile or Scrum? Write them down – we’ll keeptrack as we go...


Clarifying Terminology

● “Agile” refers to a values and principles-based approach tothinking about work and is defined primarily by the AgileManifesto: http://www.agilemanifesto.org/

● “Scrum” is a framework for organizational change andproduct development and is one of many tools in the Agiletoolkit: http://www.scrumguides.org/

● There are many other tools in the Agile toolkit including:– Kanban– OpenAgile– Planning Poker– Product Box Innovation Game– SAFe (Scaled Agile Framework)


http://www.agilemanifesto.org/

http://www.scrumguides.org/

SECRET #1

Project Managers should not be Scrum Masters… they shouldbe Product Owners.

● Domain knowledge is important… but not for ScrumMasters.

● Customer and stakeholder request (change management)...but not for Scrum Masters.

● The Product Owner is accountable for results… but not theScrum Master.

● So why so many PM/SM job listings???Copyright 2017 Berteig Consulting Inc., All Rights Reserved

SECRET #2

Agile processes are risk management.

● Risk analysis and management, critical path analysis, etc.don't occur in Agile methods as separate activities.

● Organize work and measure performance in business results,not compliance to process or schedule.

● Old-style cost, time, scope success is not good enough…

● In fact, the “waterfall” approach causes risk.


SECRET #3

“Resources” is a bad word in Agile.

● De-humanizing, objectification in bureaucratic approaches:– The ideal worker is a robotic instruction-follower,– We label people with roles and lose empathy and creativity.

● Agile projects need volunteers, not assigned resources“Build projects around motivated individuals, give them theenvironment and support they need, and trust them to get thejob done.” (Agile Manifesto)

● High-performance doesn’t come from cost-focus.

● Daniel Pink on MotivationCopyright 2017 Berteig Consulting Inc., All Rights Reserved

SECRET #4

“Requirements” is a bad word in Agile.

● Requirements are a particular type of plan but we value“responding to change over following a plan” in Agile. (AgileManifesto)

● Of course, our customers, users and other stakeholders wantour products and systems to solve their problems!

● But problems aren’t static, so we never sign off on arequirements document in a real Agile environment.


SECRET #5

The Scrum Framework requires a Scrum Team to have nodependencies:

● The team is multi-skilled so that it has all the skills needed tocreate “done” increments.

● The team is cross-functional so that it has all the functionalauthority needed to release “done” increments.

● Done increments are “Potentially Releasable” meaning thatthe Product Owner can choose to release an increment withno technical nor bureaucratic obstacles.


SECRET #6

True Agile teams are self-organizing:

● No one in an Agile environment can assign a task to anyoneelse, nor stop someone from working on a task.

● No individual accountability for estimates or plans.

● No one can claim ownership for a category of tasks (e.g. “Ido all the testing!”)

● It’s okay to “be idle” on an Agile team!


SECRET #7

The Scrum Framework formally removes all roles for membersof the Scrum Team except Scrum Master, Product Owner andDeveloper:

● HR policies and processes for hiring, firing, performanceevaluation, business cards, and reporting relationships allneed to change.

● Hire for teamwork, then aptitude, then skills, and lastly forrole (or exclude it altogether).

● For example, you can’t have a “tester” on a Scrum team.


SECRET #8

Agile eliminates project-oriented organizational structures andreplaces them with team-oriented structures!

● Creating high-performance teams is hard... so teams lastlonger than “the project”, and team members are full-timefocused.

● Projects are given to teams rather than “resources” assignedto projects.

● Eventually, projects disappear altogether to be replaced byoperations, service delivery and product development workunits made of teams.


What Didn’t We Cover?

You had a list of crazy and radical things about Agile andScrum...

● What’s left? Let’s go over those things...


Invitation to a Conversation

As a Project Manager

I want to become an Agile expert and advocate

So that life is better for everyone!

Join me in this conversation: [email protected]


mailto:[email protected]

Invitation to a Conversation

● Training:– Scrum Master, Product Owner (product delivery)– Kanban (operations and service delivery)– OpenAgile (general management)– SAFe (Scaled Agile Framework – large delivery efforts)– Agile Leadership (change management)

● Mentoring and Coaching:– Leading to Real Agility (one-on-one)– Real Agility Program (team and organization)

● Changing the way the world works:– Re-humanizing our organizations!

Join me in this conversation: [email protected]


mailto:[email protected]

the hidden secrets of agile that no project manager knows! · 2017. 2. 9. · the scrum framework...

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