SoYouWantToBeAnAgilist?CareerChallengesinTransitioningfromTraditionalProjectManagementtoAgile

ProductDevelopment

SC.GMIS-PMI2017ProjectManagementWorkshop20-Jul-2017

Principal Transformation Consultant

devin.hedge@leadingagile.com

+1 (703) 625-1172

www.leadingagile.com

twitter.com/agiledevin

facebook.com/leadingagile

linkedin.com/in/devinhedge

DevinB.Hedge

Ilike“HardAgile”

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Dude!Where’sMyJob?

THEREISNO PROJECTMANAGERINMOSTAGILEMANAGEMENTFRAMEWORKS

THEREISNOPROJECT INMOSTAGILEMANAGEMENTFRAMEWORKS

PROJECTMANAGEMENTSKILLSARESTILLNEEDED

Integration Management

Scope Management

Time Management

Cost Management

Quality Management

Human Resource Management

Communications Management

Risk Management

Procurement Management

SOWHATISAGILETRANSFORMATION?

AGILE PROCESS ADOPTION

WHATWEUSUALLYGET

MISSINGTHEMARK

AdoptionAgile

TransformationAgile

TransformationDigital

Sustainability,andResilience

BusinessAgility

WhattheCEOandBoardWants

Whathastohappentoget

there

Thecapabilitythatenables

DigitalTransformation

Whatpeopletendtofocusonmost.

WHATHAPPENEDTOTHEPROJECTMANAGERROLE?

ProjectIntegrationMgtSource: adaptfastllc.com

ProjectScopeMgtSource: adaptfastllc.com

ProjectTimeMgtSource: adaptfastllc.com

ProjectCostMgtSource: adaptfastllc.com

ProjectResourceMgtSource: adaptfastllc.com

ProjectCommunicationMgt

Source: adaptfastllc.com

ProjectRiskMgtSource: adaptfastllc.com

ProjectProcurementMgtSource: adaptfastllc.com

SCRUMROLES

ScrumMasterProductOwnerTeamMember

CYCLETIME 1-CLICKDEPLOY

KanbanImplementedatScale

AGILEOFFICE

I3I2I1

LOBCUSTOMERS

ESCALATION

CONSULTATIVEARCHITECTURE

MVI’sLOBBUSINESSLE

ADERSDELIVERYBASEDMETRICS

PORT

FOLIOOFPR

OGR

AMS

CAPA

CITYBAS

EDIN

VESTMEN

TAGILE

PROJECTMGMT

AGILESCM

RELEASETEAM/OPS

DELIVERYBASEDMANAGEMENTFUNDING

DECISIONS

Source:Eliassengroup.com

LargeScaleScrum(LeSS)

ScaledAgileFramework(SAFe)

Source:ScaledAgileAcademy,SAFe v3.0

CommonPatternStrategy

Prod

uct

Portfolio

Prod

uct

OTHERSAFeROLES

• ReleaseTrainEngineer• ProgramManager• Lean-AgileLeaders(FunctionalManager)

• ReleaseManagement

AGILEENTERPRISEROLES

• AgileCenterofExcellence(ACoE)Shepherd

• AgileCoE InternalCoach• AgileCommunityofPractice(ACoP)Facilitator

• DomainCoE Shepherd• DomainCoP Facilitator

Self-DirectedTeam

• TheSelf-DirectedTeamrepresentsacross-functionalgroupoftheminimumnumberofpeopletoconductthework,withthefollowingattributes:

• Typicallyseven(plus/minustwo)members• CommitstotheSprintgoalandspecifiesworkresults• Hastherighttodoeverythingwithintheboundariesoftheproject

guidelinestoreachtheSprintgoal• Organizesitselfanditswork• Theonlygroupallowedtogivedefinitiveestimates(DE)• DemosworkresultstotheProductOwnerandfortheProductOwnerto

stakeholders

Adaptedfrom:http://www.scrumalliance.org/pages/what_is_scrum

Self-OrganizingTeam

• Teamdecideswhichworkisreadytostart• Teamestimateswork• Individualsselectownwork• Teamdecideshowtodothework

CommonPatternforGettingtheteamstoSelf-Organize

ManagersSetStandardsandMentorCareers

NoDirectReports

NoDirectReports

ManagersBecomeCommunityLeaders

DomainCoPs †

†CoPs =CommunitiesofPractices ‡CoEs =CentersofExcellence

CommonPatternforGettingtheteamstoSelf-Organize

NoDirectReports

CommunityLeadersFosterKnowledgeSharing

DomainCoPs †

†CoPs =CommunitiesofPractices ‡CoEs =CentersofExcellence

DomainCoEs ‡

CommunityLeadersharvestBestPractice

fromtheCoPs

CommonPatternforGettingtheteamstoSelf-Organize

WHICHROLEFITSYOU?

ScrumMasterProductOwnerSomeScaledDeliveryRoleSomeScaledDomainRole

DEPENDS

AVOIDSELF-REFERENTIALCOGNITIVEBIAS

CONTROL

COMPETENCE

COLLABORATION

CULTIVATION

POSSIBILITY

ACTUALITY

IMPERSONALPERSONAL

Power

Certainty

Predictability

Safety

Accuracy

Dependability

Wesucceedbygettingandkeeping“control”

ProcessStability

Wesucceedbyworkingtogether

Wesucceedbybeingandhiringthebest

Wesucceedbygrowingpeoplewhorealizeourvision

Order

Standardization

Synergy

Partnership

Affiliation

DedicationtoCustomer

Unity

CollectiveExperience

Diversity

Teams

Interaction

DistinctionEnrichment

Unparalleled

Uniqueness

Superior

CraftsmanshipMeritocracy

Expertise

TheBest

Realizationofideals,values,andhigherorderpurpose

Creativity

Dedication

Growpeople

Letthingsevolve

Value-centeredgoalattainment

MapYourselfandYourPeers

WilliamSchne

ider,The

Reengineerin

gAlternative,M

cGrawHill,199

4

VALIDATEYOURLEADERSHIPSTAGE

ValidateyourLeadershipStage

Reference:Logan,D.,King,JohnPaul,&Fischer-Wright,H.(2008).Triballeadership:leveragingnaturalgroupstobuildathrivingorganization.NewYork:Collins.

KNOWYOURMBTIPROFILEANDWHICHROLEITNATURALROLEITFITS

ProductOwner

ScrumMaster

ASSESSHOWYOUDERIVEYOURSENSEOFIDENTITY

PUTTINGITALLTOGETHER

Q&A

Principal Transformation Consultant

devin.hedge@leadingagile.com

+1 (703) 625-1172

www.leadingagile.com

twitter.com/agiledevin

facebook.com/leadingagile

linkedin.com/in/devinhedge

DevinB.Hedge

Thankyou!

Resources• Logan,D.,King,JohnPaul,&Fischer-Wright,H.(2008).Triballeadership:leveragingnaturalgroupstobuildathrivingorganization.NewYork:Collins.

• ProjectManagementInstitute.(2013).AguidetotheProjectManagementBodyofKnowledge(PMBOKguide).NewtownSquare,Pa.:ProjectManagementInstitute.

• Joiner,B.(2007).Leadershipagility:fivelevelsofmasteryforanticipatingandinitiatingchange (1sted).SanFrancisco:Jossey-Bass.

• Sliger,Michele;Broderick,Stacia (2008-05-19).TheSoftwareProjectManager'sBridgetoAgility.PearsonEducation.KindleEdition.

• Suderman,J.(2012).UsingtheOrganizationalCulturalAssessment(OCAI)asaToolforNewTeamDevelopment.JournalofPracticalConsulting,4(1),52–58.

• Schneider,W.E.(1999).Thereengineeringalternative:aplanformakingyourcurrentculturework.[NewYork]:McGraw-Hill.

• Waterman,J.A.,&Rogers,J.(1996).IntroductiontotheFIRO-B.PaloAlto,CA:ConsultingPsychologistsPress,Inc.