The ideal agile team is a self organizing, dedicated, cross functional group that has all the skills necessary to deliver a solution that solves their customer’s problem. As a result, the list of roles on an agile team is fairly short generally consisting of roles such as Scrum Master, Product Owner, and the Team. Given all that, many project managers wonder where they fit in. They may act as the Product Owner if they have the skill set and decision making authority to determine what the product should contain. They may become the Scrum Master if they are able to practice servant leadership and act as a coach and facilitator. They may become part of the team and help develop or test. They may focus on coordinating the efforts of multiple agile teams to support the broader goals of a large program. They may not be a good fit for an agile environment at all. Join Kent McDonald as he describes the Product Owner and Scrum Master roles in an agile environment and discusses the various ways that project managers can assess their skill sets and project characteristics to determine where they fit into the picture.
26. Project Integration Management
Product
Scrum The Team
Owner
Master Develop project Develop
Close management plan project charter
Project or Execute Project
Change Control
Phase Monitor Project
work
27. Project Scope Management
Product
Scrum The Team
Owner
Master
Collect Requirements Define Scope
Create WBS Verify Scope
Control Scope
28. Project Time Management
Product
Scrum The Team
Define Activities
Owner
Master
Sequence Activities
Estimate Activity
Resources People
Estimate Activity
Durations
Develop Schedule
Control Schedule
29. Project Cost Management
Product
Scrum The Team
Owner
Master Estimate Costs Determine
Control Costs budgets
30. Project Quality Management
Product
Scrum The Team
Owner
Master Plan Quality
Perform Quality
Assurance
Perform Quality
Control
31. Project HR People Management
Product
Scrum The Team
Owner
Master Develop Human
Manage Resource People Plan
Support Acquire Project Team
Project Team Develop Project
Team
32. Project Communications Management
Product
Scrum The Team
Identify Stakeholders
Owner
Master
Plan Manage
Communications Stakeholder
Distribute Expectations
Information
Report Performance
33. Project Risk Management
Product
Scrum The Team
Owner
Master Plan Risk
management
Identify Risks
Perform Risk Analysis
Plan Risk Response
Monitor and Control
Risks
34. Project Procurement Management
Product
Scrum The Team
Owner
Master Plan procurements
Conduct
Procurements
Administer
Procurements
Close Procurements
44. Colts
Minimal process, and
strong understanding
of source of
uncertainty.
45. Cows
May have multiple teams
needing coordination
May need to coordinate
communication with
multiple dependencies
46. Bulls
Minimal process, and
strong understanding of
source of uncertainty.
May have multiple teams
needing coordination
May need to coordinate
communication with
multiple dependencies
47. Project Managers in AgileProject
Management
Coaching and coaching
needed needed here
here
Nothing
much Project
needed Management
here needed here
48. Skill areas exhibited by project leaders
The ability to
coordinate
and lead
people
Connecting to and
comprehending the
business drivers
Understanding the appropriate Understanding the technology used to
processes to get the job done develop the solutions
49. Skills required by project quadrant
People Process Technology Business
Sheepdog Novice Novice Novice Novice
Colt Novice Novice Practitioner Practitioner
Cow Practitioner Practitioner Novice Novice
Bull Master Practitioner Practitioner Practitioner
52. If you remember nothing else…
Most project
management is done by
the team in agile
A Scrum Master is not a
project manager
The best leadership
style in agile is
collaborative
Understanding Roles on an agile Project: Scrum Master, Product Owner, Project ManagerThe ideal agile team is a self organizing, dedicated, cross functional group that has all the skills necessary to deliver a solution that solves their customer's problem. As a result, the list of roles on an agile team is fairly short generally consisting of roles such as Scrum Master, Product Owner, and the Team. Given all that, many project managers wonder where they fit in. They may act as the Product Owner if they have the skill set and decision making authority to determine what the product should contain. They may become the Scrum Master if they are able to practice servant leadership and act as a coach and facilitator. They may become part of the team and help develop or test. They may focus on coordinating the efforts of multiple agile teams to support the broader goals of a large program. They may not be a good fit for an agile environment at all. Join Kent McDonald as he describes the Product Owner and Scrum Master roles in an agile environment and discusses the various ways that project managers can assess their skill sets and project characteristics to determine where they fit into the picture.Learning Objectives:§ Understand the roles and responsibilities of Product Owner and Scrum Master (Agile Coach) in agile teams§ Understand where the traditional project management responsibilities are handled in agile projects§ Learn how to determine where you fit on your next agile project.
Talk about the multitude of stakeholders on the PIC Project.
Define the features of the productDecide on release date and contentOwn the profitability of the productPrioritize features based on business valueIdentify acceptance criteria for the productEnsure stakeholder interests are consideredDefine product visionBe available to answer team questionsEssence of Product Ownership:Define what problem needs solvedIdentify & achieve the Value from solving this problemMake timely and informed DecisionsOwn process and result during and afterDrivers of Product Owner Effectiveness:Personal vested interestAccept accountabilityConnect project to organizational goalsAlign project to strategic planEngage proactivelyMotivate and rewardAct corporatelyAdvocate change
Describe how Robin and Holly are working as the multiple roles on the BPM project. Contrast that with how I am working as Product Owner on Submission System.
http://blogs.versionone.com/agile_management/2012/01/13/everything-i-learned-about-scrum-teams-i-learned-from-mash/Picture from : http://ia.media-imdb.com/images/M/MV5BMTk1NDY1ODIyNl5BMl5BanBnXkFtZTYwMTg1NDU2._V1._SX214_CR0,0,214,314_.jpgEnsure the team has the appropriate environment to succeedRemoves obstaclesCoach and mentor the team on working together and practices they choose to adoptEnsure the team is fully functional and productiveEnable close cooperation across all roles and functionsShield the team from external interfaces
Talk about the various Scrum Masters:Bob Morehouse – pbSmart Postage (systems engineer ie Business Analyst)Nicole Arringdale – from Project ManagerSome teams rotate Scrum Master rolePanorama Teams – Senior Developers take Scrum Master role
Commit to deliver product increments in each iterationMeet commitmentsDetermine the size of user storiesSelect the processes used to deliver value to customersReflect and adapt on process and product on a regular basisEstablish and agree to a definition of done for product incrementsDecide on and maintain a sustainable paceHold each other accountable to meet team commitmentsHelp remove bottlenecksIncludes everyone working on the projectMembers should be full timeThe team determines how the product is delivered and how the work is divided up to do that based on the conditions at the time.Cross-functional:Programmers, testers, business analysts, etc.Members should be full-timeMay be exceptions (e.g., database administrator)Teams are self-organizingIdeally, no titles but rarely a possibilityMembership should change only between iterations
Develop project charterDevelop project management planDirect and manage Project ExecutionMonitor and Control Project workPerform Integrated Change ControlClose Project or Phase
Plan Risk managementIdentify RisksPerform Qualitative Risk AnalysisPerform Quantitative Risk AnalysisPlan Risk ResponseMonitor and Control Risks
Plan procurements Conduct ProcurementsAdminister ProcurementsClose Procurements
If you find that your project management style is to work closely with a team or could be described as “servant leadership”—teaching more than telling, facilitating more than directing—you may find that you can slide into a coach role very easily. You may need to increase your understanding of agile values, principles, and techniques first, but having the coach mindset will help.
If you find that you spend most of your time as a project manager focusing on what the project is trying to accomplish, worrying about product scope, and figuring out the business implications, you may be able to act as a product owner, especially in those situations where the actual sponsor or clients are not easily accessible. You actually would be more of a client proxy, which has become more common as the adoption of agile has spread. Brush up on your analysis skills before tackling this role, because these are critical to success as a product owner. If you're one of the former business analysts who only switched to project management because it seemed like the next best step on the career ladder, you may find yourself sliding into this role.
Perhaps you have a background in development or testing, and got into project management because it looked like a good career move at the time. Now that you are there, you may realize it’s not quite right for you. Agile provides a great opportunity to move back into development and testing and while applying the project management skills you learned. You can become a member of the team doing development work, but also helping the other team members with estimating, and figuring out how to get some of the work done. In this case you may need to brush up a bit on your technical skills.
Finally, if you were born to be a project manager and like to coordinate the activities of others, there is still a need for this role, especially on more complex projects. You may have to revise your leadership style, especially if you tend to act with a command and control mind set. You will find that trying to dictate modes of operating to a set of self-organizing teams will cause a great deal of tension in the project team and will greatly reduce the overall effectiveness of the team.
Clearly defined scopeLet team do their job and produce resultProcess ceremony unnecessaryMinimal core set of practices
Simple Projects with High UncertaintyBusiness/technical uncertaintySmall team close togetherKeep process ceremony and documentation to minimum needed by teamContinual and rapid feedbackLeader needs strong connectionto source of uncertainty
Complex Projects with Low UncertaintyMature systems that are important to the businessLarge project teamsDisciplined change control and rigorous requirementsDefined and published interfacesOften integration projects involving a number of sheepdogs.
Complex Projects with High UncertaintyEmbrace change through iterative feedbackEfficient communication channelsOften next-generation products or solutionsRequire best, most seasoned leadersUnderstand business, technology, people, and process