Agile Delivery- Elevating the role of the PM to Trusted Advisor
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Agile methodologies allow us to achieve more with less resources. As a project manager what do you need to focus on to ensure success. Four things you can do are: 1. Empower the product owner 2. Build towards MVP and continuously adapt to get the most business value 3. Share insights and meaningful metrics and act on them to improve product outcomes 4. Tailor the methodology and pace…resulting in alignment and transparency.
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Agile Delivery- Elevating the role of the PM to Trusted Advisor
- 1. Agile Delivery Elevating the role of the PM to Trusted Advisor 2Aequilibrium Software 2015
- 2. Adrian Moise, CEO UBISoft, Electronic Arts, Microsoft, Blast Radius, iQMetrix Su Ning Strube, VP, Business Strategy HootSuite, Vision Critical, Blast Radius, Sierra Systems 3 Presenters Aequilibrium Software 2015
- 4. Agenda ① Common Obstacles ② Root cause ③ Solutions ④ Impact ⑤ Discussion 5Aequilibrium Software 2015
- 5. Aequilibrium Software Inc @ 2015 6 Aequilibrium empowers businesses to use technology to bring meaningful impact to the world. About Aequilibrium
- 7. 8 What is your definition of Agile? Aequilibrium Software 2015
- 8. 9 Agile Development Process Aequilibrium Software 2015
- 9. What are some of biggest challenges in managing an agile project? 10Aequilibrium Software 2015
- 10. “Why isn’t it finished?” “When will it be done?” “What am I approving?” “I need to see all of these features!” “Who’s responsible for User Acceptance Testing?” 11 Client Concerns Aequilibrium Software 2015 “Why can’t you just build it?!” “I’ve done Agile a million times.” “I don’t know what I want, but I know how to get it.” “I tried Agile and did not really like it.” “Why so many meetings?
- 11. • Receiving client acceptance/approval • Fixed priced projects • Understanding agile approach • Identifying product owner • Establishing a completion/launch date • Being bias by previous waterfall experience • Geographically distributed teams • Getting the team to commit to complete what they’ve promised • Understanding incremental build process and business value • Cultural differences across resources • Definition of “Done-Done” • Project metrics and reporting • Accountability of Product Owner • Changing stories of an iteration 12Aequilibrium Software 2015 Common Obstacles/Challenges
- 12. 13Aequilibrium Software 2015 1. Start by getting everyone aligned on the Agile roles, process and tools
- 14. Agile is faster and cheaper. Agile requires less time from the client. Agile requires no documentation. 15 Perceptions about Agile Aequilibrium Software 2015
- 15. 16 Perceptions Actual Agile is faster and cheaper Agile requires less time from the client Agile requires no documentation Agile focuses on quality and business value Agile requires active and ongoing participation from client Agile requires “just enough” documentation Aequilibrium Software 2015
- 17. Formalize training, tools and templates 18Aequilibrium Software 2015
- 19. Identify and understand roles & responsibilities 20Aequilibrium Software 2015
- 21. 2. Use a methodology that works for your context 22Aequilibrium Software 2015
- 22. Agile is not always the right way 23Aequilibrium Software 2015
- 24. 25 Vertical slices of functionality Aequilibrium Software 2015
- 25. 26 Defining a M.V.P. Aequilibrium Software 2015
- 26. 27 Incremental improvements to maximize business value Aequilibrium Software 2015
- 27. 3. Ensure ongoing, engaged and active participation from Product Owner 28Aequilibrium Software 2015
- 28. Recognize importance of role and coach the individual 29Aequilibrium Software 2015
- 29. Ensure availability and accountability to communicate and prioritize requirements 30Aequilibrium Software 2015
- 30. Define strategies and tactics to build product roadmap that drives business value 31Aequilibrium Software 2015
- 31. Agile Development Process 32Aequilibrium Software 2015
- 32. So how does this relate to setting expectations with clients? 33Aequilibrium Software 2015
- 33. 1. Empower the product owner 2. Build towards MVP and continuously adapt to get the most business value 3. Share insights and meaningful metrics and act on them to improve product outcomes 4. Tailor the methodology and pace …resulting in alignment and transparency. 34 In 1 slide… Aequilibrium Software 2015
- 35. Aequilibrium Software 2015 36 Get Agile. Level-up your product, people and processes. info@aequilibrium.ca
Hinweis der Redaktion
- Adrian and Su Ning
- Adrian – Agile missconceptions
- Adrian
- Adrian
- Adrian to facilitate, Su Ning to whiteboard Set a baseline understanding of what agile for the audience. For all intensive purposes, Scrum Master = Project Manager. The goal of an agile team is deliver, at any point in the project, finished increments of work that are deemed to deliver the highest business value with what is known at that time about the project. In general, agile projects work with the assumptions that quality and cost are usually fixed, but that scope is flexible and will be constantly adjusted to reflect both the project reality and current business priorities.
- Su Ning – process overview Jillian – is this an image we created? If not we should probably reference (as with all images). *Aside all the images in this deck are ones we could customize for AEQ’s playbook. We will provide some pointers on how you can turn an agile-skeptic into a true product owner. We will also share our learning on prioritizing features into an MVP, delivering horizontal slices of functionality per iteration and getting acceptance/client sign off.
- Adrian to facilitate, Su Ning to whiteboard White board answers from audience. Alternate questions: Compared to traditional waterfall methodology, what are some of the difficulties you’ve encountered when kicking off an agile project? Specifically related to managing client’s expectations, what are the biggest challenges you’ve experienced?
- Su Ning
- Adrian ***Need more ideas to list here! Approx 20 Top 3 for discussion: Accountability for Product Owner – acceptance and prioritization of features Being bias by previous waterfall experience – final deliverable, complete feature set, fewer touchpoints/approvals Understanding agile approach – general principles and tenants for success
- Su Ning Jillian – image?
- Su Ning
- Adrian
- Su Ning - BG
- Su Ning
- Adrian – Monexa, BD
- Adrian - IPP
- Su Ning – BG / Version One
- Adrian - adap
- Adrian, UoA
- Su Ning – BG, 90 days planning
- Adrian - IPP
- Adrian - IPP
- Su Ning, BG
- Adrian - BuildDirect
- Adrian – Monexa and introducing PO role
- Adrian – BuildDirect – no one available to make decisions Adrian – Monexa – no on available, needed to identify new role to take on responsibility Su Ning – BasicGov – visionary vs. product owner on client side
- Adrian – BuildDirect
- Su Ning - overview Jillian – is this an image we created? If not we should probably reference (as with all images). *Aside all the images in this deck are ones we could customize for AEQ’s playbook. We will provide some pointers on how you can turn an agile-skeptic into a true product owner. We will also share our learning on prioritizing features into an MVP, delivering horizontal slices of functionality per iteration and getting acceptance/client sign off.
- Adrian
- Adrian - summary
- Adrian