Project Manager's Role in Agile projects?

Transcription

1 Project Manager's Role in Agile projects? 27th November, 2018 Presented by Laban Mwansa, PMP, PhD Accredited PRINCE2 Agile Trainer

2 Agenda Introduction What is the role of a Project Manager? What is Agile? Agile frameworks and flavors Different Concepts Regarding Project Manager s role and Agile PM and the Agile Team? Mapping and Integrating Project Manager s role with Agile delivery teams Agile Scrum events Conclusion

3 Definition of a Project Manager The Project Manager is a person assigned by the performing organization to lead the team that is responsible for achieving the projects objectives. PMBOK Guide 6th Edition page 52

4 Project Manager Role The project manager is accountable to the project steering committee/project board and ultimately to the sponsor and has authority to run the project on a day-to-day basis within the constraints laid down by them. The project manager s prime responsibility is to ensure that the project produces the required products within the specified tolerances of time, cost, quality, benefits, scope and risks. The project manager is also responsible for the project producing a result capable of achieving the benefits defined in the business case PRINCE2 Managing Successful Projects official manual

5 Introduction AGILE The Agile Manifesto

6 Beyond a basic view A more comprehensive view would include: Vision, Roadmap and Releases Non-IT situations Project work Flow-based working A wider mind-set. Copyright AXELOS Limited Reproduced under licence from AXELOS. All rights reserved. (Guidance reference: Section 2.2) 6

7 Agile Frameworks Many frameworks are recognised as being agile Some are more common than others Some are only applicable to IT. PRINCE2 Agile, Scrum Kanban Lean Lean Startup XP SAFe DAD DSDM/AgilePM DevOps FDD Crystal ASD Copyright AXELOS Limited Reproduced under licence from AXELOS. All rights reserved. (Guidance reference: Section 2.2.1, Table 2.1) 7

8 Agile behaviours, concepts and techniques Along with the agile frameworks there are a variety of behaviours, concepts and techniques that are seen as being part of the agile way of working Beware of prejudice! Control and governance allows agile to be used in complex environments. Copyright AXELOS Limited Reproduced under licence from AXELOS. All rights reserved. (Guidance reference: Section 2.2.2, Table 2.2) 8

9 Delivery Approaches Waterfall Versus Agile Agile is seen as a family of behaviours, concepts, frameworks, and techniques.

10 Where does Agile fit in Project Management

11 Different Concepts Regarding Project Manager s role and Agile Agile delivery teams prefer to be led and coached as opposed to managed. Common Agile guidance refer to a single product owner Common Agile guidance does not have a project manager role

12 Integrating team manager role in an agile team

13 Integrating team manager role in an agile team Team Manager: Areas of responsibility Covered by the Scrum Master Covered by the product owner Covered by the delivery team Planning No. But may facilitate and support Yes, (prioritizing) Yes (Sprint planning) Monitoring and managing progress Yes, (By way of coaching the team to self-organize) Supports this through self-organization and by making the product backlog transparent Support this through self-organization and by making the sprint backlog transparent Liaising with the project manager and other stakeholders Most likely to but necessary No No Managing issues and risks Yes No, But will identify them No, But will identify them Final acceptance and handover of products No Yes No. (But the team is responsible for delivering them)

14 ptions Options:Integrating project manager role in an agile team. Leave the delivery team roles as they are Considerations Ensure that everyone is aware of who is responsible for each o the five areas Role names remain the same (e.g product owner, Scrum maste No one is referred to as team manager The project manager will liaise with more than one person in th team The single point of contact could be anyone from the team but most likely to be the Scrum master and maybe the product own Role names remain the same (e.g product owner, Scrum maste. A single point of contact for the project manager The project manager will liaise with one person in the team, wh will be able to provide the project manager with the information they need. The single point of contact may or may not be referred to as th team manager This role would cover all of the FIVE areas of responsibility. Create a team manager role in the delivery team This is best achieved if the team manager is highly collaborativ and facilitates the self-organization of the team-the team mana remains ultimately accountable for the outputs in these areas b not necessarily for creating outputs. The project manager will liaise with the team manager

15 Different Planning Levels Copyright AXELOS Limited Reproduced under licence from AXELOS. All rights reserved. (Guidance reference: Section 24.1, Section 24.2, Section 24.3) 1

16 Planning & Requirements Definition in Agile Copyright AXELOS Limited Reproduced under licence from AXELOS. All rights reserved. (Guidance reference: Section 24.1, Section 24.2, Section 24.3) 1

17 The 5 Scrum events The Sprint Sprint Planning Meeting Daily Scrum Meeting Sprint Review Sprint Retrospective. Copyright AXELOS Limited Reproduced under licence from AXELOS. All rights reserved. (Guidance reference: Appendix H) 1

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19 In conclusion If a piece of work is difficult enough to be classed as a project then it requires someone to carry out the role of managing it. Therefore, Project Manager s role is mandatory on the basis of the above

20 In conclusion However project manager needs to be conversant with the Agile way of working and how to manage a project using Agile. Further more the project manager is responsible for ensuring that the use of agile is happening in the right way

21 In conclusion And that the project management team is receiving the appropriate support and coaching. The project manager needs to be seen as a friend of the agile team and not a figure of authority. This role does not naturally correspond to a Scrum master.

22 Thank you for your time and participation Questions are welcome!