The PM Role in a Lean and Agile World

PM Role in a Lean & Agile World

Dave A. Cornelius, DM DM, MBA, PMP, PMI-‐ACP, CSP, SSBB, ITIL v3

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To serve God by serving others, to inspire con4nual learning, and to add value to individuals by enhancing their

professional growth and development. Copyright ©2014 Dave Cornelius


PM Role

Strategic PM

Enterprise Agility

Leading PM

Scaled Agile Framework

(SAFe) Lagging PM

2 Copyright ©2014 Dave Cornelius

Good Old Days!

•  Project Manager -‐ the project leader •  The Project Management InsNtute stated, “the role of the project manager is

to lead the team that is responsible for achieving the project objecNves” (PMBOK Guide, 5th Ed.)


Lean & Agile TransformaNon

•  New leadership announces new strategy to be lean and agile •  Are you the odd man or woman leZ out?


Project Management RedefiniNon

•  Should reside in the office of the CEO or COO •  No longer just the score keeper and traffic signal provider •  Project management has become a business skill vs. role

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Yogi Berra once said, when you arrive at the fork in the road, take it!

And you may find yourself living in a lean and agile world And you may find yourself in uncertainty And you may find yourself in a new role And you may find yourself in a beauNful place, with a beauNful life And you may ask yourself, Well...How did I get here? “Once in a Life;me” – Talking Heads

Adult supervision over a well educated and talented people no more..

Copyright ©2014 Dave Cornelius

PM Role Not IdenNfied as an Agile Role

•  Scrum: PM role and responsibiliNes distributed between Scrum team members •  SAFe: PM role can be the Release Train Engineer •  Others: PM role as a Coach / Facilitator •  A few PM haters: No value!

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•  PMI Says: –  Leadership –  Team building –  MoNvaNon –  CommunicaNon –  Influencing –  Decision making –  PoliNcal and cultural awareness –  NegoNaNon –  Trust building –  Conflict management –  Coaching


TradiNonal vs. Agile PM Role Comparison

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Tradi@onal PM Role – Phase-‐based Agile PM Role – Adap@ve

Ini@a@ng: •  Project charter and idenNfy stakeholder

Ini@a@ng: •  Release train – iniNated through release

planning event

Planning: •  Establish project scope, refine objecNves,

define correcNve acNons to maintain objecNves (21 ac@vi@es)

Planning: •  Team define the plans; limited PM

involvement

Execu@ng: •  Complete work defined in project plan

(8 ac@vi@es)

Execu@ng: •  Scrum Master (daily standup, retrospecNves,

sprint demos) •  Coaching and facilitaNon •  Vendor relaNonship (SOW)

Monitoring and Controlling: •  Track review and regulate project progress and

performance (10 ac@vi@es)

Monitoring and “Repor@ng”: •  Metrics (quality, cost, and execuNon) •  Scrum of Scrums Master (team integraNon) •  Risks and Dependencies

Closing: Formally close the project or phase; close procurement

Closing: Formally close the release


The Brave New World

•  Time to respond to change


What is Lean & Agile?

•  Lean is a pracNce that: –  Eliminates delays / waste –  Maximizes the value stream –  Balances flow (WIP) –  Streamlines pull (Customer Demand) –  Plan-‐Do-‐Check-‐Act –  Kaizen

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•  Agile is a pracNce that is: –  IteraNve –  CollaboraNve –  Inspect and adapt –  Respond to change –  Plan-‐Do-‐Inspect-‐Adapt –  RetrospecNves


Scaled Agile Framework (SAFe)

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2. Organization Alignment

1. Customer Engagement

5. Responsiveness to Change (Inspect / Adapt)

4. Transparent Behaviors

6. Team Engagement

3. Enterprise Agility

7. Improved Time to Market

(2008 - Dean Leffingwell Created SAFe)

(SAFe Big Picture adopted with permission from Dean Leffingwell)

SAFe Attributes



•  Strategic PM –  Enables future innovaNons –  Facilitates organizaNon alignment

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•  Leading PM –  Charts the future; anNcipaNng and prevenNng problems –  Leads and indicate organizaNonal change –  Plans cross-‐funcNonal team dependencies

•  Lagging PM –  Explains the past –  Responds to change by applying correcNve acNons

Strategic PM

Leading PM

Lagging PM Copyright ©2014 Dave Cornelius

Strategic PM

•  Collaborates with pornolio management and business leaders •  Evaluates strategic insights implementaNon •  Measures the “Voice of the Customer” (VOC) deliverables •  Tracks the investment themes implementaNon •  Provides project pornolio performance metrics •  Roles:

–  Project Pornolio Management •  Knows organizaNon capacity (2 new products annually) •  Reviews Product investment history •  Reports Product success and failure history

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Strategic PM


Pornolio Engagement: Strategic PM •  Collaborate with pornolio management and business leaders •  Understands the vision and product roadmaps

1. Customer Demands

2. Market CompeNNon

3. Financial Markets

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1. IniNaNng 2. Planning

PMI Phases

You and I (Strategic PMs)

3. Monitoring & “ReporNng”


External Drivers

What to fund?


Pornolio Engagement: Strategic PM •  Tracks the investment themes implementaNon •  Measure the “Voice of the Customer” (VOC) deliverables

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You and I (Strategic PMs)

Net Promoter Score ROI IRR

PMI Phase 3. Monitoring & “ReporNng”

Project Quality, Cost, and ExecuNon Metrics

1. Add cloud compuNng as a customer value

2. Expand products to

EMEA markets

3. Common architecture

across systems

Investment Themes

Stakeholders

ConNnue, adjust, or kill iniNaNves


Team CollaboraNon 1: Strategic PM

•  Get in small teams and do the following: –  Discuss other areas to add value as a strategic PM –  Write them on Post-‐It notes –  Post them on the big sheet of paper

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Strategic PM


Leading PM

•  Charts the future; anNcipaNng and prevenNng issues •  Leads and indicates organizaNonal change •  Plans cross-‐funcNonal teams dependencies during planning acNviNes •  Roles:

1.  Release Train Engineer – Accountable for release-‐level planning outcome 2.  Release Manager – Accountable for product release to market 3.  Product Owner – Accountable for prioriNzed work for the team 4.  Scrum Master – Accountable for team Scrum pracNce 5.  Scrum of Scrum Masters – Accountable for team dependency integraNon 6.  Coach – Enables the transiNon from non-‐agile to agile and lean thinking

16 Leading PM


Program Engagement: Leading PM •  AnNcipates and prevent issues •  Leads release train planning meeNng as the Agile Release Train Engineer (Uber Scrum Master) •  Release Management plans acNviNes for the releases

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PMI Phases

You and I (Leading PMs)


•  Plan Release Train Event •  Prioritized top 10 features •  Team alignment


Program Engagement: Leading PM •  AnNcipates and prevent issues •  Leads release train planning meeNng as the Agile Release Train Engineer (Uber Scrum Master) •  Release Management plans acNviNes for the releases

3. ExecuNng 4. Monitoring & “ReporNng”

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5. Closing

PMI Phases



ConNnue, adjust, or kill iniNaNves


Program Engagement: Leading PM

•  Scrum of Scrums Master –  Straddling the Now (Agile transformed) and Not Yet –  Facilitates integraNon (dependencies and risks) between dependent teams –  Ensures key issues are managed and owned


ScrumXP Engagement: Leading PM •  Product Owner – IdenNfies and prioriNzes features •  Scrum Master – Defines areas to coach the teams •  Scrum of Scrums Master – IdenNfies dependencies and risk miNgaNon steps

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PMI Phases


(SAFe Big Picture Adopted with permission from Dean Leffingwell)

•  Stories / Requirements Elaborated •  Areas to improve identified •  Dependencies & Risks identified


Team CollaboraNon 2: Leading PM

•  Get in small teams and do the following: –  Discuss other areas to add value as a Leading PM –  Write them on Post-‐It notes –  Post them on the big sheet of paper

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Leading PM


Lagging PM

•  Explains the past •  Responds to change by applying correcNve acNons •  Roles:

1.  Product Owner – Validates the completed and prioriNzed work 2.  Scrum Master -‐ Measures velocity, quality, and conNnual improvement 3.  Scrum of Scrum Masters – Tracks dependency, risks, and integraNon

issues

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Lagging PM


ScrumXP Engagement: Lagging PM •  Product Owner – Defines metrics that describe product performance with customers •  Scrum Master – Evaluates areas to improve and coach the team •  Scrum of Scrums Master – Evaluates miNgaNon steps for dependencies and risks

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PMI Phases

You and I (Lagging PMs)

(SAFe Big Picture Adopted with permission from Dean Leffingwell) Copyright ©2014 Dave Cornelius

ScrumXP Engagement: Lagging PM •  Product Owner – Captures and reports metrics for product performance with customers •  Scrum Master – CorrecNve acNons to improve team producNvity •  Scrum of Scrums Master – Executes miNgaNon steps for dependencies and risks

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3. ExecuNng 4. Monitoring & “ReporNng”

5. Closing

PMI Phases

You and I (Lagging PMs)

(SAFe Big Picture Adopted with permission from Dean Leffingwell) Copyright ©2014 Dave Cornelius

Team CollaboraNon 3: Lagging PM

•  Get in small teams and do the following: –  Discuss other areas to add value as a Lagging PM –  Write them on Post-‐It notes –  Post them on the big sheet of paper

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Lagging PM


Your Turn for Knowledge Sharing

•  Would you share your view about the “PM Role in the Lean & Agile World?”


What Did You Learn?

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•  Strategic PM –  Enables future innovaNons –  Facilitates organizaNon alignment

•  Leading PM –  Charts the future; anNcipaNng and prevenNng problems –  Leads and indicate organizaNonal change –  Plans cross-‐funcNonal team dependencies

•  Lagging PM –  Explains the past –  Responds to change by applying correcNve acNons

Strategic PM

Leading PM

Lagging PM


Conclusion •  The PM has a role in the Scaled Agile Framework (SAFe) •  The PMP gave us life skills beyond a role •  We may have to chart our role in the lean and agile world •  Strive to be beser corporate ciNzens


About Dave Cornelius

•  Purpose: To serve God by serving others, to inspire conNnual learning, and to add value to individuals by enhancing their professional growth and development.

•  Website: DAVE-‐CORNELIUS.COM •  E-‐mail: ME@DAVE-‐CORNELIUS.COM


Thank you

•  Carmen Cornelius – Puung up with me •  Jill Freeman Stack -‐ Reviewing and ediNng the deck •  Dean Leffingwell – Permission to use the SAFe Big Picture •  Victor Broski – Speech Coaching •  Victor Bonacci – Camera OperaNons


References

•  Scaled Agile Framework: hsp://scaledagileframework.com/ •  A is for Agile, not Anarchy: hsp://www.agilenotanarchy.com •  Dave Cornelius: hsp://dave-‐cornelius.com


Workshop Assignment -‐ PM Role in a Lean and Agile World •  Business Case: Um-‐Um-‐Good Cookies receives input from

customers for each year’s exoNc cookie flavors. Only the right cookie flavors can be selected to ensure the company makes a profit and support the grass root customer loyalty program. As a Strategic, Leading, and/or Lagging PM you will idenNfy and discuss your role to support the organizaNon’s selecNon, oversight, and execuNon to produce the next customer driven flavors for 2014.

•  My favorite is the Samoas!


Workshop Assignment -‐ PM Role in a Lean and Agile World – Cont’d •  General Ques@ons

–  IdenNfy and discuss the top 3 acNviNes that are vital to your project for delivering customer value.

–  IdenNfy and discuss the top 3 acNviNes that you believe the PM is best qualified to perform in the lean and agile world.

–  IdenNfy and discuss the top 3 acNviNes you perform the most aligns with aspects of Agile.

–  IdenNfy and discuss the top 3 acNviNes you perform that make you valuable to the project.


Workshop Assignment -‐ PM Role in a Lean and Agile World – Cont’d •  Strategic PM

–  Assignment: In your role as the “Strategic PM” idenNfy other areas that you can parNcipate and add value in the pornolio deliverables to select the next customer driven exoNc cookie flavors.

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Strategic PM


Workshop Assignment -‐ PM Role in a Lean and Agile World – Cont’d •  Leading PM

–  Assignment: In your role as the “Leading PM” idenNfy other areas that you can parNcipate and add value in the planning of deliverables to meet the next customer driven exoNc cookie flavors expectaNons.

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Leading PM


Workshop Assignment -‐ PM Role in a Lean and Agile World – Cont’d •  Lagging PM

–  Assignment: In your role as the “Lagging PM” idenNfy other areas that you can parNcipate and add value in the guidance of producing deliverables to saNsfy the next customer driven exoNc cookie flavors.

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Lagging PM


Leadership & Management

The PM Role in a Lean and Agile World