So You Want To Be An Agilist?

Transcription

1 So You Want To Be An Agilist? Career Challenges in Transitioning from Traditional Project Management to Agile Product Development SC.GMIS-PMI 2017 Project Management Workshop 20-Jul-2017

2 Devin B. Hedge Principal Transformation Consultant +1 (703) twitter.com/agiledevin facebook.com/leadingagile linkedin.com/in/devinhedge

3 I like Hard Agile Unknown plate from The Spanish Inquisition

4 Dude! Where s My Job?

5 THERE IS NO PROJECT MANAGER IN MOST AGILE MANAGEMENT FRAMEWORKS

6 THERE IS NO PROJECT IN MOST AGILE MANAGEMENT FRAMEWORKS

7 Integration Management Scope Management Time Management Cost Management Quality Management Human Resource Management PROJECT MANAGEMENT SKILLS ARE STILL NEEDED Communications Management Risk Management Procurement Management

8 SO WHAT IS AGILE TRANSFORMATION?

9 WHAT WE USUALLY GET AGILE PROCESS ADOPTION

10 MISSING THE MARK Agile Adoption Agile Transformation Digital Transformation Business Agility Sustainability, and Resilience What people tend to focus on most. The capability that enables Digital Transformation What has to happen to get there What the CEO and Board Wants

11 WHAT HAPPENED TO THE PROJECT MANAGER ROLE?

12 Source: adaptfastllc.com Project Integration Mgt

13 Source: adaptfastllc.com Project Scope Mgt

14 Source: adaptfastllc.com Project Time Mgt

15 Source: adaptfastllc.com Project Cost Mgt

16 Source: adaptfastllc.com Project Resource Mgt

17 Source: adaptfastllc.com Project Communication Mgt

18 Source: adaptfastllc.com Project Risk Mgt

19 Source: adaptfastllc.com Project Procurement Mgt

20 SCRUM ROLES ScrumMaster Product Owner Team Member

21 Kanban Implemented at Scale FUNDING DECISIONS DELIVERY BASED MANAGEMENT ESCALATION AGILE OFFICE PORTFOLIO OF PROGRAMS CAPACITY BASED INVESTMENT AGILE PROJECT MGMT AGILE SCM DELIVERY BASED METRICS LOB CUSTOMERS LOB BUSINESSLE ADERS CYCLE TIME MVI s CONSULTATIVE ARCHITECTURE RELEASE TEAM / OPS I1 I2 1-CLICK DEPLOY I3 Source: Eliassengroup.com

22 Large Scale Scrum (LeSS)

23 Scaled Agile Framework (SAFe) Source: Scaled Agile Academy, SAFe v3.0

24 Common Pattern Product Product Portfolio Strategy

25 OTHER SAFe ROLES Release Train Engineer Program Manager Lean-Agile Leaders (Functional Manager) Release Management

26 AGILE ENTERPRISE ROLES Agile Center of Excellence (ACoE) Shepherd Agile CoE Internal Coach Agile Community of Practice (ACoP) Facilitator Domain CoE Shepherd Domain CoP Facilitator

27 Self-Directed Team The Self-Directed Team represents a cross-functional group of the minimum number of people to conduct the work, with the following attributes: Typically seven (plus/minus two) members Commits to the Sprint goal and specifies work results Has the right to do everything within the boundaries of the project guidelines to reach the Sprint goal Organizes itself and its work The only group allowed to give definitive estimates (DE) Demos work results to the Product Owner and for the Product Owner to stakeholders Adapted from:

28 Self-Organizing Team Team decides which work is ready to start Team estimates work Individuals select own work Team decides how to do the work

29 Common Pattern for Getting the teams to Self-Organize Managers Set Standards and Mentor Careers No Direct Reports

30 Common Pattern for Getting the teams to Self-Organize Domain CoPs Managers Become Community Leaders CoPs = Communities of Practices CoEs = Centers of Excellence No Direct Reports

31 Common Pattern for Getting the teams to Self-Organize Domain CoEs Community Leaders harvest Best Practice from the CoPs Domain CoPs Community Leaders Foster Knowledge Sharing CoPs = Communities of Practices CoEs = Centers of Excellence No Direct Reports

32 WHICH ROLE FITS YOU? Scrum Master Product Owner Some Scaled Delivery Role Some Scaled Domain Role

33 DEPENDS

34

35 AVOID SELF-REFERENTIAL COGNITIVE BIAS

36 Map Yourself and Your Peers PERSONAL We succeed by working together Collective Experience Affiliation Partnership Grow people Synergy COLLABORATION Unity Let things evolve Interaction Dedication to Customer CULTIVATION Enrichment Value-centered goal attainment We succeed by growing people who realize our vision Teams Diversity Dedication Realization of ideals, values, and higher order purpose ACTUALITY Creativity POSSIBILITY Safety Accuracy We succeed by getting and keeping control Predictability Unparalleled Craftsmanship Certainty CONTROL Power Stability Dependability Superior COMPETENCE Distinction Order Process Standardization Uniqueness The Best Meritocracy Expertise We succeed by being and hiring the best IMPERSONAL William Schneider, The Reengineering Alternative, McGraw Hill, 1994

37 VALIDATE YOUR LEADERSHIP STAGE

38 Validate your Leadership Stage Reference: Logan, D., King, John Paul, & Fischer-Wright, H. (2008). Tribal leadership: leveraging natural groups to build a thriving organization. New York: Collins.

39 Scrum Master Product Owner KNOW YOUR MBTI PROFILE AND WHICH ROLE IT NATURAL ROLE IT FITS

40 ASSESS HOW YOU DERIVE YOUR SENSE OF IDENTITY

41 PUTTING IT ALL TOGETHER

42 Q&A

43 Thank you! Devin B. Hedge Principal Transformation Consultant +1 (703) twitter.com/agiledevin facebook.com/leadingagile linkedin.com/in/devinhedge

44 Resources Logan, D., King, John Paul, & Fischer-Wright, H. (2008). Tribal leadership: leveraging natural groups to build a thriving organization. New York: Collins. Project Management Institute. (2013). A guide to the Project Management Body of Knowledge (PMBOK guide). Newtown Square, Pa.: Project Management Institute. Joiner, B. (2007). Leadership agility: five levels of mastery for anticipating and initiating change (1st ed). San Francisco: Jossey-Bass. Sliger, Michele; Broderick, Stacia ( ). The Software Project Manager's Bridge to Agility. Pearson Education. Kindle Edition. Suderman, J. (2012). Using the Organizational Cultural Assessment (OCAI) as a Tool for New Team Development. Journal of Practical Consulting, 4(1), Schneider, W. E. (1999). The reengineering alternative: a plan for making your current culture work. [New York]: McGraw-Hill. Waterman, J.A., & Rogers, J. (1996). Introduction to the FIRO-B. Palo Alto, CA: Consulting Psychologists Press, Inc.