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Transcript of Traditional PM, Meet Agile - PMI Chicagoland › images › meeting › 102315 › ... ·...
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/