The Role of Project Managers in Agile Darren Wilmshurst ACIB CITP

2 My experience

3 Stand-up Your experience with Agility 1 = Very Little Experience/No Experience 2 = Some Experience 3 = Experienced 4 = Very Experienced 5 = Expert

4 We believe in challenging the status quo and in the innate ability of people to rise to the challenges of their organisation One-stop agile shop 16 YEARS CultureConsultancyDeliveryTraining

5 Why agile? Source:

6 Where is you pain?

7 Mindset Values Principles Practices Tools & Processes We use JIRA We do stand-ups We are co-located We do just enough documentation We work together What is agile?

8 Mindset Values Principles Practices Tools & Processes Agile manifesto Source:

9 12 Principles of the Agile Manifesto 1.Our highest priority is to satisfy the customer through early and continuous delivery of business value. 2.Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. 3.Deliver business value frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. 4.Business people and developers must work together daily throughout the project. … Mindset Values Principles Practices Tools & Processes Source:

10 12 Principles of the Agile Manifesto … 5.Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. 6.The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. 7.Business value is the primary measure of progress. 8.Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. … Mindset Values Principles Practices Tools & Processes Source:

11 12 Principles of the Agile Manifesto … 9. Continuous attention to technical excellence and good design enhances agility. 10.Simplicity--the art of maximizing the amount of work not done--is essential. 11.The best architectures, requirements, and designs emerge from self-organizing teams. 12.At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly. Mindset Values Principles Practices Tools & Processes

12 Practices Mindset Values Principles Practices Tools & Processes

13 Agile is not only scrum Source: respondents

Tools “individuals and interactions over process and tools” Mindset Values Principles Practices Tools & Processes

15 Mindset – doing agile, being agile Roles Org Chart Processes Tools Language Customs Behaviors Values Traditions Beliefs Stereotypes Taboos Visible formal system Invisible informal system New agile structure Source: Opening minds: Cultural change with the introduction of open-source collaboration methods’ - A. Neus and P. Scherf, Culture Mindset Values Principles Practices Tools & Processes

16 Source: Schneider, W. (1999). The reengineering alternative : a plan for making your current culture work. New York: McGraw-Hill. What’s your culture?

17 47% 41%9% 3% Source: Agile friendly culture

18 Development teamProduct owner One person decidesNo dependencies No special roles 1 month or less Value hypothesis Value* 9 people or less ScrumMaster Owns the process Scrum: A world without PMs?

19 Pigs and Chickens Hey pig! Let’s open a restaurant! Hey chicken! What would we call it? How about “Ham and Eggs?” I don’t think so. You’d only be involved but I’d be committed. ? © Radtac Ltd Agility at the team level does not translate directly into enterprise agility.

20 Agile Project Management Project Level Solution Development Team Other Roles

21 © RADTAC 2014 Synchronizes & aligns teams Emerging industry standard Successful at scale Scaled Agile Framework (SAFe)

22 DevOps UX Systems architect Business owners Release management Systems team Product management AgilePM (RTE) Shared SAFe defines many roles at a program level

23 Managing Product Delivery, would be handled by the Team Managers Management Levels in Prince Take the work to the people, not the people to the work f2f collaboration is your dominant communication mode Be OK with not pretending you know too much about the future.

24 White Paper

25 © RADTAC 2014 Stand 90

26 Unique in supplying certified training, coaching & delivery via Culture and Agile practices. Come meet Radtac Stand 90

Waterfall should never have existed! I believe in this concept, but the implementation described above is risky and invites failure. The problem is illustrated in Figure 4. “Managing the Development of Large Software Systems” – Winston Royce 1970 © RADTAC 2014

Agile Anomaly © RADTAC 2014

Agile by Stealth Michael Sahota, An Agile Adoption and Transformation Survival Guide © RADTAC 2014