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.

    -

    The Agile PM :the new Corporate Hero ?

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    Whats on your mind ?

    Contact info:

    [email protected]

    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/