Traditional PM, Meet Agile

Navigating the changing role of the Traditional PM in an Agile World

Jeff Singleton PMP, CSM The Project Factory, Inc. Agile Consultant & Practitioner

Jeanine Izzo PMP, CPC Viage Partners CEO & Leadership Coach

PROJECT MANAGEMENT

Traditional

Stage Gate

Waterfall

Traditional World

Agile World

Scrum

Lean

Kanban

SAFe

XP

DSDM

51 + 52 + 53

The Continuum

T A

YOU COMPANY

Traditional

Agile

5 C o m p a r i s o n s

People/Teams

Traditional Agile

• PM Accountability • Decisions driven by PM • Taskmaster, Controller

• Team Accountability • Decisions driven by Team • Coach, Steer

11 - C o m p a r i s o n s

21 - C o m p a r i s o n s Structure

Traditional Agile

• Phases and Gates • Robust Documentation • Measures: Triple Constraint

(Time/Cost/Scope)

• Iterative and Incremental • Value-driven Documentation • Measures: Customer

Satisfaction, Happy Team

Mindset

Traditional Agile

• Plan the Work, Work the Plan

• Change viewed as a

Disrupter • Tool Rich

• Plan the work, Adapt to Change

• Change viewed as an

Opportunity • People Rich

31 - C o m p a r i s o n s

Tools

Traditional Agile

• Comprehensive and Complex

• Driven by policy • PM Ownership and use

• Simplicity and Value Focused • Driven by need • Team Ownership and use

41 - C o m p a r i s o n s

51 - C o m p a r i s o n s Communication

Traditional Agile

• Manage communications • Point in Time Visibility of

Status • Drive Weekly Status

Meetings

• Facilitate communications • Ongoing Visibility of Status

• Facilitate Daily Stand ups;

Iteration reviews; Retrospectives

52 – Current Sk i l l s

Current Skills

1. PMBOK Framework 2. Discipline 3. Problem solving 4. Presenting 5. Use of Tools

5 New/Revised Sk i l l s

Strategic Thinking 13 – New/Revised Sk i l l s New / Enhanced Skills How – Action Step(s)

• Objective evaluation • Focus on delivering value • Prioritize – Look ahead • Sort fact from fiction/myth

• Dedicate time to further your strategic thinking, planning and action

23 – New/Revised Sk i l l s

Flexibility

New/Revised Skills How – Action Step(s)

• Plan for Exceptions and Changes

• Evaluate trade-offs • Openness to re-prioritizing • Develop situational

leadership skills • Think of process as guideline

• Self assess your flexibility • Familiarize with business

goals and dynamics driving your project

• Observe, assess team – adapt your leadership behaviors

Transparency

New / Revised Skills How – Action Step(s)

• Commitment to honesty and set a tone for openness

• Exercise courage • Foster conversation based

on openness

33 – New/Revised Sk i l l s

Facilitation

New Skills How – Action Step(s)

• Ask objective and thought provoking questions

• Listen / observe • Respect opinions and

perspectives • Improve conflict resolution • Steer and guide

• Observe a meeting someone else is facilitating

• Practice repeating back what you just heard

• Engage all participants • Establish ground rules for

respectful debate

43 – New/Revised Sk i l l s

New Tools

New / Enhanced Skills How – Action Step(s)

• Education / Classes • Self-Study • Coaching

• Pursue education / classes to grasp the concepts – Start with Scrum

• Attend a local affinity group meeting (e.g. APLN, CAMG, etc.)

53 – New/Revised Sk i l l s

Q & A

Conclusion

PROJECT MANAGEMENT

References and Resources Books • Agile Project Management – Jim Highsmith • Agile Estimating and Planning – Mike Cohn • 5 Dysfunctions of a Team – Patrick Lencioni Affinity Groups • APLN – Agile Professional Learning Network - Meetup

http://aplnchicago.org/ • CAMG – Chicago Agile Methodology Group – Meetup • Chicago Agile Project Management Meetup Group • Agile Alliance - http://www.agilealliance.org/