Presentation for Project Management Championship 2014: Where is Project Manager in Agile project?

1. 2014-04-12
Projektų valdymo čempionatas 2014
Vaidas Adomauskas
www.agilecoach.lt/agile-projektu-valdymas/seminarai-ir-konferencijo
Where is the
Project Manager
in Agile project?

2. www.agilecoach.lt

4. http://agilecoach.lt/agile-vestuves

6. TEDxRainier - Joe Justice - WikiSpeed
http://www.youtube.com/watch?v=x8jdx-lf2Dw

7. http://www.amazon.com/Lean-Startup-Entrepreneurs-Continuous-Innovation/dp/0307887898
Innovations and products

9. Who in the audience…
 Is sitting?
 Heard about Agile?
 Tried Agile?
 Uses Agile?

10. Agile project
Conclusions
Project Manager

11. Agile project

12. http://www.pmi.org/About-Us/About-Us-What-is-Project-Management.aspx
 A project is temporaryin that
it has a defined beginning and end in time, and
therefore defined scope and resources.
 And a project is uniquein that it is
not a routine operation, but a specific set of
operations designed to accomplish a singular
goal.
Project definition

13. http://www.thefreedictionary.com/manufacturing
 To make or process (a raw material) into a finished
product, especially by means of a
large-scale industrial operation.
 To make or process (a product), especially with the
use of industrial
machines
Manufacturing definition

14. What company does?
 Projects?
 Temporary
 Unique
 Manufacturing?
 Large-scale
 Machines

15. How (technology)Defined Will
find out
What(requirements)Defined
Will
findout
Simple
Complicated
Complex
Anarchy
Context
Projects
Manufacturing
Startups
Research

16. http://en.wikipedia.org/wiki/Defined_process
 Given a well-defined set of inputs,
the same outputs are generated every
time.
Defined process

17. http://en.wikipedia.org/wiki/Empirical_process_(process_control_model)
 … processes that are imperfectly defined and
generate unpredictable and
unrepeatable outputs
Empirical process

18. Which process company should use?
 Defined?
 The same input
 The same output
 Empirical?
 Unpredictable
 Unrepeatable

19. How (technology)Defined Will
find out
What(requirements)Defined
Will
findout
Simple
Complicated
Complex
Anarchy
Context
Projects
Manufacturing
Startups
Research

20. Question on Facebook... (in lt language  )
 „Turiu tokį praktinį klausimą - mes čia
planuojam Projektų valdymo čempionatą
Nr. 2 ir norim naudoti agile aproach,. bet tuo
pačiu nepamesti esminių terminų (kada puslapį
paleisti, kad vertinimo komisija patvirtinta, kada
viešinimo renginiai, etc.). Ir vat svarstau ar vis gi
čia tinka agile? Iš esmės juk
reikalavimai aiškus ir nebus
taip, kad dalies jų galim
neįgyvendinti“ (2013 02 24 20:16)

21. Traditional (waterfall)
project
Example

23. RequirementsPlan Development
Traditional (waterfall) project

24. Traditional (waterfall) project
?
Integration and testing

25. Process groups (in time)
PMBOK Guide (2000 Edition)

26. "Managing the Development of Large Software Systems“
Royce Winston (1970), Proceedings of IEEE WESCON 26 (August): 1–9.

27. "Managing the Development of Large Software Systems“
Royce Winston (1970), Proceedings of IEEE WESCON 26 (August): 1–9.
I believe in this concept, but the implementation
described above is
risky and invites failure.

28. Agile project
Example
http://1.bp.blogspot.com/-
C7Jm1vIkVIw/UOStKIxaaeI/AAAAAAAAAl4/HeEdlgq9HL8/s1600/Fingers+Crossed+2.jpg

30. Increment 1
 DONE
 Potentially
shipable
 Increment

31. Increment 2

32. Increment 3 - …

33. Agile is process to create
products or services
in increments!

34. How to manage?
http://1.bp.blogspot.com/-jsdjgyBqK1E/T3eN6PtjPqI/AAAAAAAAAEk/w9WDgGIagBU/s1600/project-management.jpg

35. Agile project
P P D SP D P D P D

36. Agile project plan (Product Backlog)
• Project is executed feature by feature (size):
– Feature 1 (20)
– Feature 2 (40)
– Feature 3 (20)
– Feature 4 (40)
– Feature 5 (20)
– Feature 6 (40)
• TOTAL (180)

37. Agile project plan (Product Backlog)
• Project is executed feature by
feature (size):
– Feature 1 (20)
– Feature 2 (40)
– Feature 3 (20)
– Feature 4 (40)
– Feature 5 (20)
– Feature 6 (40)
• TOTAL (180)
• Early signs if we estimation was
right:
– Feature 1 (20) – finished in
30 
– Feature 2 (40)
– Feature 3 (20)
– Feature 4 (40)
– Feature 5 (20)
– Feature 6 (40)
• TOTAL (180) – is it really 180?
• Feature priorities can be changed:
– Feature 1 (20)
– Feature 2 (40)
– Feature 5 (20) – important
– Feature 3 (20)
– Feature 4 (40)
– Feature 6 (40)
• TOTAL (180)
• Features can be exchanged
(with the same size):
– Feature 1 (20)
– Feature 2 (40)
– Feature 3 (20)
– Feature 7 (40) – new
– Feature 4 (20)
– Feature 5 (40)
• TOTAL (180)

38. Different assumptions
Traditional
 Client knows what he
wants
 Creators know how to
create
 Nothing will change
Agile
 Client will figure out what
he wants
 Creators will find out how
to create
 There will be changes

39. Project Manager

40. Project Manager definition
 Project manager – individual responsible
for managing the project.
(PMBOK Guide (2000 Edition))
 A project manager is a professional in the field
of project management. Project managers can
have the responsibility of the planning,
execution and closing of any project, typically
relating to construction industry, architecture,
aerospace and defense, computer networking,
telecommunications or software development.
(http://en.wikipedia.org/wiki/Project_manager)

41. How (technology)Defined Will
find out
What(requirements)Defined
Will
findout
Simple
Complicated
Complex
Anarchy
Context
Projects
Manufacturing
Startups
Research

42. Management styles
Type Characteristics Leader’s job
Chaotic High Turbulence
No clear cause and effect
Unknowable
Many decisions and no time
Immediate action to re-establish order
Prioritize and select actionable work
Look for what works rather than perfection
Act, sense, respond
Complex More unpredictability than
predictability
Emergent answers
Many competing ideas
Create bounded environments for action
Increase levels of interaction and communication
Servant leadership
Generate ideas
Probe , sense, respond
Complicated More predictability than
unpredictability
Fact-based management
Experts work out wrinkles
Utilize experts to gain insights
Use metrics to gain control
Sense, analyze, respond
Command and control
Simple Repeating patterns and consistent
events
Clear cause and effect
Well establish knows
Fact based management
Use best practices
Extensive communication not necessary
Establish patterns and optimize to them
Command and control

43. Not matching
Type Characteristics Leader’s job
Chaotic High Turbulence
No clear cause and effect
Unknowable
Many decisions and no time
Immediate action to re-establish order
Prioritize and select actionable work
Look for what works rather than perfection
Act, sense, respond
Complex More unpredictability than
predictability
Emergent answers
Many competing ideas
Create bounded environments for action
Increase levels of interaction and communication
Servant leadership
Generate ideas
Probe , sense, respond
Complicated More predictability than
unpredictability
Fact-based management
Experts work out wrinkles
Utilize experts to gain insights
Use metrics to gain control
Sense, analyze, respond
Command and control
Simple Repeating patterns and consistent
events
Clear cause and effect
Well establish knows
Fact based management
Use best practices
Extensive communication not necessary
Establish patterns and optimize to them
Command and control

44. Matching
Type Characteristics Leader’s job
Chaotic High Turbulence
No clear cause and effect
Unknowable
Many decisions and no time
Immediate action to re-establish order
Prioritize and select actionable work
Look for what works rather than perfection
Act, sense, respond
Complex More unpredictability than
predictability
Emergent answers
Many competing ideas
Create bounded environments for action
Increase levels of interaction and communication
Servant leadership
Generate ideas
Probe , sense, respond
Complicated More predictability than
unpredictability
Fact-based management
Experts work out wrinkles
Utilize experts to gain insights
Use metrics to gain control
Sense, analyze, respond
Command and control
Simple Repeating patterns and consistent
events
Clear cause and effect
Well establish knows
Fact based management
Use best practices
Extensive communication not necessary
Establish patterns and optimize to them
Command and control

45. How (technology)Defined Will
find out
What(requirements)Defined
Will
findout
Simple
Complicated
Complex
Anarchy
Context
Projects
Manufacturing
Startups
Research

46. Viktorija Trubačiūtė http://www.slideshare.net/AgileLietuva/vieno-pilotinio-projekto-istorija, Lietuvos Agile Diena 2011
Project team

47. Scrum Roles
 Scrum Master
 Product Owner
 Development team

48. Scrum Master
 Teaches the team Scrum values, practices and
rules
 Removes impediments
 Guards the team from outside disturbances
 Does NOT manage the team: team is
self-organizing

49. Product Owner
 Defines and prioritizes features according to
market value
 Manages Product Backlog
 Communicates project progress
and status

50. Product Owner Position

51. Team
 Goal: translate business need (requirement) to
shippable increment (done)
 Cross-functional
 This does NOT mean that there is no experts!
 Size of 7 (+-2)
 Self-organizing

52. Where is the Project Manager in Agile project?
http://www.clipartbest.com/cliparts/zyi/o46/zyio46BcE.jpeg
Scrum Master?
Product Owner?

53. Big projects (many teams)

54. Conclusions

55. Traditional PM knowledge is very usefull

56. http://agilecoach.lt/mokymai-ir-konsultacijos
Agile trainings and sertifications

57. Viktorija Trubačiūtė http://www.slideshare.net/AgileLietuva/vieno-pilotinio-projekto-istorija, Lietuvos Agile Diena 2011
What Project Manager you want to be?

58. Agile Project Manager = Coach?!

59. Thank you
vaidas@agilecoach.lt
+370 600 38860
www.agilecoach.lt
Questions?