Where is the Project Manager in Agile Project
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14-04-12 ojektų valdymo čempionatas 2014 Vaidas Adomauskas www.agilecoach.lt/agile-projektu-valdymas/ seminarai-ir-konferencijos Where is the Project Manager in Agile project?
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Presentation for Project Management Championship 2014: Where is Project Manager in Agile project?
Transcript of Where is the Project Manager in Agile Project
2014-04-12Projektų valdymo čempionatas 2014
Vaidas Adomauskas
www.agilecoach.lt/agile-projektu-valdymas/seminarai-ir-konferencijos
Where is the Project Manager in Agile project?
www.agilecoach.lt
Agile
Agile
Agile
Agile
http://agilecoach.lt/agile-vestuves
TEDxRainier - Joe Justice - WikiSpeedhttp://www.youtube.com/watch?v=x8jdx-lf2Dw
http://www.amazon.com/Lean-Startup-Entrepreneurs-Continuous-Innovation/dp/0307887898
Innovations and products
Who in the audience…
Is sitting?
Heard about Agile?
Tried Agile?
Uses Agile?
Agile project
Conclusions
Project Manager
Agile project
http://www.pmi.org/About-Us/About-Us-What-is-Project-Management.aspx
A project is temporary in that it
has a defined beginning and end in time, and therefore defined scope and resources.
And a project is unique in that it is not
a routine operation, but a specific set of operations designed to accomplish a singular goal.
Project definition
http://www.thefreedictionary.com/manufacturing
To make or process (a raw material) into a finished product, especially by means of a
large-scale industrial operation.
To make or process (a product), especially with the use of industrial
machines
Manufacturing definition
What company does?
Projects? Temporary Unique
Manufacturing? Large-scale Machines
How (technology)Defined Will find out
Wha
t (re
quire
men
ts)
Defi
ned
Will
fin
d ou
t
Simple
Complicated Complex
Anarchy
Context
Projects
Manufacturing
Startups Research
http://en.wikipedia.org/wiki/Defined_process
Given a well-defined set of inputs,
the same outputs are generated every time.
Defined process
http://en.wikipedia.org/wiki/Empirical_process_(process_control_model)
… processes that are imperfectly defined and
generate unpredictable and unrepeatable outputs
Empirical process
Which process company should use?
Defined? The same input The same output
Empirical? Unpredictable Unrepeatable
How (technology)Defined Will find out
Wha
t (re
quire
men
ts)
Defi
ned
Will
fin
d ou
t
Simple
Complicated Complex
Anarchy
Context
Projects
Manufacturing
Startups Research
Question on Facebook... (in lt language )
„Turiu tokį praktinį klausimą - mes čia planuojam Projektų valdymo čempionatą
Nr. 2 ir norim naudoti agile aproach,. bet tuo pačiu nepamesti esminių terminų (kada puslapį paleisti, kad vertinimo komisija patvirtinta, kada viešinimo renginiai, etc.). Ir vat svarstau ar vis gi
čia tinka agile? Iš esmės juk reikalavimai aiškus ir nebus taip, kad dalies jų galim neįgyvendinti“ (2013 02 24 20:16)
Traditional (waterfall) projectExample
RequirementsPlan Development
Traditional (waterfall) project
Traditional (waterfall) project
?
Integration and testing
Process groups (in time)PMBOK Guide (2000 Edition)
"Managing the Development of Large Software Systems“Royce Winston (1970), Proceedings of IEEE WESCON 26 (August): 1–9.
"Managing the Development of Large Software Systems“Royce Winston (1970), Proceedings of IEEE WESCON 26 (August): 1–9.
I believe in this concept, but the implementation described above is
risky and invites failure.
Agile project
Example
http://1.bp.blogspot.com/-C7Jm1vIkVIw/UOStKIxaaeI/AAAAAAAAAl4/HeEdlgq9HL8/s1600/Fingers+Crossed+2.jpg
Increment 1
DONE
Potentially shipable
Increment
Click icon to add picture
Increment 2
Increment 3 - …
Agile is process to create products or services
in increments!
How to manage?
http://1.bp.blogspot.com/-jsdjgyBqK1E/T3eN6PtjPqI/AAAAAAAAAEk/w9WDgGIagBU/s1600/project-management.jpg
Agile project
P P D SP D P D P D
Agile project plan (Product Backlog)
• Project is executed feature by feature (size):– Feature 1 (20)– Feature 2 (40)– Feature 3 (20)– Feature 4 (40)– Feature 5 (20)– Feature 6 (40)
• TOTAL (180)
Agile project plan (Product Backlog)
• Project is executed feature by feature (size):– Feature 1 (20)– Feature 2 (40)– Feature 3 (20)– Feature 4 (40)– Feature 5 (20)– Feature 6 (40)
• TOTAL (180)
• Early signs if we estimation was right:– Feature 1 (20) – finished in 30 – Feature 2 (40)– Feature 3 (20)– Feature 4 (40)– Feature 5 (20)– Feature 6 (40)
• TOTAL (180) – is it really 180?
• Feature priorities can be changed:– Feature 1 (20)– Feature 2 (40)– Feature 5 (20) – important– Feature 3 (20)– Feature 4 (40)– Feature 6 (40)
• TOTAL (180)
• Features can be exchanged(with the same size):– Feature 1 (20)– Feature 2 (40)– Feature 3 (20)– Feature 7 (40) – new– Feature 4 (20)– Feature 5 (40)
• TOTAL (180)
Different assumptions
Traditional Client knows what he
wants
Creators know how to create
Nothing will change
Agile Client will figure out what
he wants
Creators will find out how to create
There will be changes
Project Manager
Project Manager definition
Project manager – individual responsible for managing the project. (PMBOK Guide (2000 Edition))
A project manager is a professional in the field
of project management. Project managers can have the responsibility of the planning, execution and closing of any project, typically relating to construction industry, architecture, aerospace and defense, computer networking, telecommunications or software development.(http://en.wikipedia.org/wiki/Project_manager)
How (technology)Defined Will find out
Wha
t (re
quire
men
ts)
Defi
ned
Will
fin
d ou
t
Simple
Complicated Complex
Anarchy
Context
Projects
Manufacturing
Startups Research
Management styles
Type Characteristics Leader’s job
Chaotic High TurbulenceNo clear cause and effectUnknowableMany decisions and no time
Immediate action to re-establish orderPrioritize and select actionable workLook for what works rather than perfectionAct, sense, respond
Complex More unpredictability than predictabilityEmergent answersMany competing ideas
Create bounded environments for actionIncrease levels of interaction and communicationServant leadershipGenerate ideasProbe , sense, respond
Complicated More predictability than unpredictabilityFact-based managementExperts work out wrinkles
Utilize experts to gain insightsUse metrics to gain controlSense, analyze, respondCommand and control
Simple Repeating patterns and consistent eventsClear cause and effectWell establish knows Fact based management
Use best practicesExtensive communication not necessaryEstablish patterns and optimize to themCommand and control
Not matching
Type Characteristics Leader’s job
Chaotic High TurbulenceNo clear cause and effectUnknowableMany decisions and no time
Immediate action to re-establish orderPrioritize and select actionable workLook for what works rather than perfectionAct, sense, respond
Complex More unpredictability than predictabilityEmergent answersMany competing ideas
Create bounded environments for actionIncrease levels of interaction and communicationServant leadershipGenerate ideasProbe , sense, respond
Complicated More predictability than unpredictabilityFact-based managementExperts work out wrinkles
Utilize experts to gain insightsUse metrics to gain controlSense, analyze, respondCommand and control
Simple Repeating patterns and consistent eventsClear cause and effectWell establish knows Fact based management
Use best practicesExtensive communication not necessaryEstablish patterns and optimize to themCommand and control
Matching
Type Characteristics Leader’s job
Chaotic High TurbulenceNo clear cause and effectUnknowableMany decisions and no time
Immediate action to re-establish orderPrioritize and select actionable workLook for what works rather than perfectionAct, sense, respond
Complex More unpredictability than predictabilityEmergent answersMany competing ideas
Create bounded environments for actionIncrease levels of interaction and communicationServant leadershipGenerate ideasProbe , sense, respond
Complicated More predictability than unpredictabilityFact-based managementExperts work out wrinkles
Utilize experts to gain insightsUse metrics to gain controlSense, analyze, respondCommand and control
Simple Repeating patterns and consistent eventsClear cause and effectWell establish knows Fact based management
Use best practicesExtensive communication not necessaryEstablish patterns and optimize to themCommand and control
How (technology)Defined Will find out
Wha
t (re
quire
men
ts)
Defi
ned
Will
fin
d ou
t
Simple
Complicated Complex
Anarchy
Context
Projects
Manufacturing
Startups Research
Viktorija Trubačiūtė http://www.slideshare.net/AgileLietuva/vieno-pilotinio-projekto-istorija, Lietuvos Agile Diena 2011
Project team
Scrum Roles
Scrum Master
Product Owner
Development team
Scrum Master
Teaches the team Scrum values, practices and rules
Removes impediments
Guards the team from outside disturbances
Does NOT manage the team: team is self-organizing
Product Owner
Defines and prioritizes features according to market value
Manages Product Backlog
Communicates project progress and status
Product Owner Position
Team
Goal: translate business need (requirement) to shippable increment (done)
Cross-functional This does NOT mean that there is no experts!
Size of 7 (+-2)
Self-organizing
Where is the Project Manager in Agile project?
http://www.clipartbest.com/cliparts/zyi/o46/zyio46BcE.jpeg
Scrum Master?
Product Owner?
Big projects (many teams)
Conclusions
Traditional PM knowledge is very usefull
http://agilecoach.lt/mokymai-ir-konsultacijos Agile trainings and sertifications
Viktorija Trubačiūtė http://www.slideshare.net/AgileLietuva/vieno-pilotinio-projekto-istorija, Lietuvos Agile Diena 2011
What Project Manager you want to be?
Agile Project Manager = Coach?!
