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IS “AGILE PROJECT MANAGEMENT” AN OXYMORON? Chuck Cobb, PMP, ACP, PSM, CSPO April 11, 2014 04/11/2014 © 2013-2014 Breakthrough Solutions, Inc. 1 The Challenge to the Project Management Profession • The Project Management Profession is On the Brink of Some Very Significant and Major Changes • We Need to Broaden Our Thinking about What “Project Management” is to Include Both: – Agile(Adaptive) Principles and Practices – Traditional Plan-Driven Principles and Practices • The Role of a “Project Manager”, as We Know It, May Change Significantly in Some Environments Existing Efforts (PMI-ACP and Agile COP) are going in the right direction but much more needs to be done The real challenge is figuring out how to integrate Agile and traditional PM Principles and Practices 04/11/2014 © 2013-2014 Breakthrough Solutions, Inc. 2 Project Management History Is Project Management Really the Oldest Profession? Early History – Egyptian Pyramids c 3,000 – 1,500 BC The Great Wall of China c 700 – 200 BC Transcontinental Railway 1863-1869 Frederick Taylor – Studies of Work Henry Gantt – Order of Operations in Work c 1900 04/11/2014 © 2013-2014 Breakthrough Solutions, Inc. 3 Project Management History (cont.) Is Project Management Really the Oldest Profession? Manhattan Project 1945 Large Government Programs (e.g., Polaris) 1950 - 1960 CPM, PERT Invented 1950 - 1960 PMI Was Formed 1969 04/11/2014 © 2013-2014 Breakthrough Solutions, Inc. 4 What’s Next? The Pace of New Technology Has Increased Dramatically And Calls for a New Project Management Approach 04/11/2014 © 2013-2014 Breakthrough Solutions, Inc. 5 Why Is Agile Important? • Agile Provides: 1. Adaptability - An Alternative Way for Companies to Manage Projects that Involve High Levels of Uncertainty 2. Time-to-Market - The Potential To Significantly Accelerate the Startup Phase of New Projects 3. Reduced Costs - Opportunities to Reduce the Costs and Overhead Associated With Projects 4. Customer Satisfaction - Produce Higher Value Solutions that are More Well-aligned with User Needs 5. Organizational Agility - Build Much Higher Levels of Collaboration, Trust, and Shared Responsibility Within the Organization 04/11/2014 © 2013-2014 Breakthrough Solutions, Inc. 6 Why Is Agile Important? (cont.) • Agile Provides: 1. Adaptability - An Alternative Way for Companies to Manage Projects that Involve High Levels of Uncertainty 2. Time-to-Market - The Potential To Significantly Accelerate the Startup Phase of New Projects 3. Reduced Costs - Opportunities to Reduce the Costs and Overhead Associated With Projects 4. Customer Satisfaction - Produce Higher Value Solutions that are More Well-aligned with User Needs 5. Organizational Agility - Build Much Higher Levels of Collaboration, Trust, and Shared Responsibility Within the Organization 04/11/2014 © 2013-2014 Breakthrough Solutions, Inc. 7 Blending Agile and Plan-driven Approaches Perception: Gap Waterfall Agile Reality: Increasing Agility Plan-Driven Approaches Iterative Approaches Adaptive Approaches Increasing Agility and Adaptivity We need to learn how to blend Agile and Traditional Project Management Principles and Practices 04/11/2014 © 2012-2013 Charles G Cobb 8 The Impact on Project Management • Many Popular Stereotypes and Misconceptions About Project Management: – Some of These Stereotypical Behaviors Are Real, and – Are Based on the Environment that Project Managers Typically Operate In • A Lot of Confusion Exists About the Impact of Agile on the Project Management Profession: – What is the Role for a Project Manager in an Agile Project? – Are Traditional Project Management Principles and Practices in Conflict with Agile Principles and Practices? – How Does a Typical Project Manager Shape His or Her Career to Move in a More Agile Direction? 04/11/2014 © 2013-2014 Breakthrough Solutions, Inc. 9 PROJECT MANAGEMENT & AGILE STEREOTYPES 04/11/2014 © 2013-2014 Breakthrough Solutions, Inc. 10 Popular Project Management Stereotypes • Project Managers: – Are Very “Command-and-Control” Oriented Project Managers Are Expected to Deliver Results – Are Also Rigid and Inflexible Project Managers Are Often Measured on Achieving Cost and Schedule Goals – Only Know How to Manage by the “Waterfall” Methodology Many Project Managers Have Been Heavily Trained in a Waterfall-style Methodology – Cannot Adapt to an Agile Environment Because of the Characteristics Above, Project Managers Cannot Adapt to Agile 04/11/2014 © 2013-2014 Breakthrough Solutions, Inc. 11 Popular Project Management Stereotypes • Project Managers: – Are Very “Command-and-Control” Oriented Project Managers Are Expected to Deliver Results – Are Also Rigid and Inflexible Project Managers Are Often Measured on Achieving Cost and Schedule Goals – Only Know How to Manage by the “Waterfall” Methodology Many Project Managers Have Been Heavily Trained in a Waterfall-style Methodology – Cannot Adapt to an Agile Environment Because of the Characteristics Above, Project Managers Cannot Adapt to Agile 04/11/2014 © 2013-2014 Breakthrough Solutions, Inc. 12 Popular Project Management Stereotypes • Project Managers: – Are Very “Command-and-Control” Oriented Project Managers Are Expected to Deliver Results – Are Also Rigid and Inflexible Project Managers Are Often Measured on Achieving Cost and Schedule Goals – Only Know How to Manage by the “Waterfall” Methodology Many Project Managers Have Been Heavily Trained in a Waterfall-style Methodology – Cannot Adapt to an Agile Environment Because of the Characteristics Above, Project Managers Cannot Adapt to Agile Some of these behaviors are a product of the environment that project managers operate in and the project managers are only doing what is expected of them. 04/11/2014 © 2013-2014 Breakthrough Solutions, Inc. 13 Popular Agile Stereotypes • Agile is Completely Unplanned: – There is No Point in Planning an Agile Project Because it is Only Going to Change – Planning is Inconsistent With Agile Because It Would Restrict The Adaptivity That is Needed • Agile is Completely Uncontrolled – An Agile Project is Not Really Managed at All – There is No Discipline To Agile, It is Just a Bunch of “Cowboys” Writing Code • There is a Binary, All-or-Nothing Choice Between: – A Totally Unplanned and Uncontrolled Approach With 0% Upfront Planning (e.g., Agile) and – A Rigidly Planned and Controlled Approach With 100% Upfront Planning (e.g., Waterfall) 04/11/2014 © 2013-2014 Breakthrough Solutions, Inc. 14 WHAT’S REALLY DIFFERENT ABOUT AGILE PROJECT MANAGEMENT? 04/11/2014 © 2013-2014 Breakthrough Solutions, Inc. 15 Emphasis on Maximizing Value vs. Control Traditional Project Agile Project Heavy Emphasis on Planning & Control More Emphasis on Producing Value Decisions Based Heavily on Managing Costs and Schedules Decisions Based Heavily on Maximizing Business Value Project Manager Has Primary Responsibility for the Success of the Project Product Owner Has Primary Responsibility for the Success of the Project A Very Adaptive Approach is Essential in a Very Volatile and Uncertain Environment To Focus on Maximizing Value 04/11/2014 © 2013-2014 Breakthrough Solutions, Inc. 16 Emphasis on Empowerment and Self-Organization Agile Project Traditional Project The Team is Works Under Direction The Team is Empowered and Self-Organizing The Project Manager Plays an Active Role in Leading the Project Team The Scrum Master Plays a Facilitation Role The Scrum Master is a “Servant Leader” 04/11/2014 © 2013-2014 Breakthrough Solutions, Inc. 17 Limited Emphasis on Documentation Traditional Project Agile Project Heavy Emphasis On Documentation Emphasis on Producing Results Quickly Project Manager Has a Key Role in Developing and Managing Project Documentation Less Project Documentation is Required Documentation May Be a Key Project Deliverable Documentation is Used to Provide Value as Necessary Documentation Should Provide Value in Some Way It Should Not be an End in Itself 04/11/2014 © 2013-2014 Breakthrough Solutions, Inc. 18 Managing “Flow” Instead of Structure Traditional Project Agile Project Emphasis on Managing and Improving Flow Emphasis on Planning and Managing Structure • • • Work Breakdown Structure PERT Charts Gantt Charts Agile Coach/ “Process Engineer” Role Traditional Tools Associated with Structure Can Become Irrelevant in an Agile Environment An Agile Project Manager Should Focus on People, Process, and Tools to Optimize Flow 04/11/2014 © 2013-2014 Breakthrough Solutions, Inc. 19 Where Does that Leave the Project Manager? Traditional Project Agile Project Reduced Emphasis on Planning & Control More Emphasis on Maximizing Value Less Emphasis on Active Leadership More Emphasis on Empowerment & Selforganization Less Emphasis on Documentation More Emphasis on Producing Results Quickly Less Emphasis on Managing Structure More Emphasis on Managing Flow and Efficiency 04/11/2014 © 2013-2014 Breakthrough Solutions, Inc. 20 AGILE PROJECT MANAGEMENT ROLES 04/11/2014 © 2013-2014 Breakthrough Solutions, Inc. 21 Agile Project Management Role • An Agile Project Manager is Not Someone Who Only Knows How to Practice Agile • An Agile Project Manager Understands Both Traditional Plan-driven Project Management and Agile Principles and Practices, and • Knows How to Blend Them Together in the Right Proportions to Fit a Given Situation You Have to Fit the Right Approach to the Project Rather Than Force-Fitting a Project To a One Single Approach 04/11/2014 © 2013-2014 Breakthrough Solutions, Inc. 22 Team-level Role 1. Officially, In an Ideal World, There is No Role for a Project Manager at the Team Level in an Agile Project; However: – Although There May Be No One With The Title Of “Project Manager”, Project Management Skills Are Still Needed In the Other Agile Roles: • Scrum Master Has Responsibility for Team Leadership and Facilitation • Product Owner Has Overall Responsibility for the Success of the Project and for Planning and Prioritizing Work to be Done – Many Times Those Individuals Need Help in Filling Those Roles 2. In Any Case, The Agile Project Management Orientation is Very Different in a Number of Ways: – Emphasis on Maximizing Value versus Control – Emphasis on Empowerment and Self-Organizing Teams – Limited Emphasis on Documentation 04/11/2014 © 2013-2014 Breakthrough Solutions, Inc. 23 Enterprise-level Project/Program Role • Providing Project/Program Management of Large, Complex Initiatives Requiring Additional Planning and Management Above the Team Level • Projects Requiring Multiple Teams • Projects Requiring Integration with Other Efforts Outside the Agile Team • Planning and Leading Enterprise-level Agile Transformations Designed to Align with the Company’s Business Objectives • Helping Companies Integrate an Agile Approach with Their Business • Leading Enterprise Level Transformations and Change Management 04/11/2014 © 2013-2014 Breakthrough Solutions, Inc. 24 Example – Harvard Pilgrim Healthcare (Provided by Michael Hurst) Overview: • Very Large, Complex Effort with Approximately 100 Teams • A Large Part of the Development Effort Was Outsourced • Hybrid Agile/Plan-driven Approach Key Success Factors: • Immediacy and Persistency • Tools • Leadership Support • Collaborative Approach with Other Companies • Well-trained People • Early Planning • Cultural Change • Execution and Bringing it Home • Integrated, Hybrid Methodology Results: • Very Successful Hybrid Approach and Portfolio Management • Agile Contracting Approach • Ranked #1 for Nine Years in Member Satisfaction and Quality of Care Despite Massive Changes 04/11/2014 © 2013-2014 Breakthrough Solutions, Inc. 25 Hybrid Agile Project Role • Blending Traditional Agile and PM Principles and Practices in the Right Proportions to Develop a Hybrid Management Approach When Required • Taking a more iterative and adaptive approach to traditional project management projects Situations Where a Hybrid Approach Might be Needed: 1. Contracts, Especially Fixed-Price Government Contracts 2. Regulatory Requirements 3. Larger, More Complex Enterprise-level Projects 04/11/2014 © 2013-2014 Breakthrough Solutions, Inc. 26 Hybrid Process Example: Managed Agile Development Process Traditional Project Management Layer “Macro” Layer: Project Charter Limited Form of Change Management Project Schedule On-going Project Management Development Layer Based on Scrum “Micro” Layer: SOURCE: HTTP://EN.WIKIPEDIA.ORG/WIKI/SCRUM_(DEVELOPMENT) 04/11/2014 © 2013-2014 Breakthrough Solutions, Inc. 27 Example – General Dynamics, UK (Provided by Nigel Edwards) Overview: • Large, Fixed-Price Government Contract • Used Hybrid Management Process Based on DSDM • Prioritized Requirements to Manage Scope Key Success Factors: • Relationships, Professionalism, and Transparency • Coaching and Mentoring • Teamwork • Conflict Management • Risk Management Results: • Collaborative Approach to Contract Management Was a Big Win • More Efficient Project Management Approach • Very Successful Project and Highly Satisfied Customer 04/11/2014 © 2013-2014 Breakthrough Solutions, Inc. 28 Using Agile Concepts in Non-Agile Projects • There Are Many Ways to Use Agile Concepts in a Non-Agile Project: – Developing a More Collaborative Approach With the Business Users – Putting More Emphasis on Maximizing Business Value – Taking a More Iterative Approach – Reducing Unnecessary Documentation and Overhead – Improving Project Process Efficiency Even If You Are Never Involved in a True Agile Project or Hybrid Agile Project, Agile Concepts Can Improve Your Skills as a Project Manager in Many Other Projects 04/11/2014 © 2013-2014 Breakthrough Solutions, Inc. 29 Overall Summary • The Project Management Profession is at a Major Turning Point in It’s History That Will – “Raise the Bar” for the Entire Profession and – Potentially Impact the Roles of Many Project Managers • A Very Similar Transformation Took Place in the Quality Management Profession in the Late 1980’s and Early 1990’s – Emphasis on Quality Control and Inspection Was Changed to – A Broader Emphasis on Going Upstream in the Process to Prevent Defects – That Changed the Role of Many Quality Managers and Raised the Bar for the Entire Quality Management Profession 04/11/2014 © 2013-2014 Breakthrough Solutions, Inc. 30 Overall Summary (cont.) • In Order to Better Understand “Agile Project Management”, We Need to Get Past a Lot of Stereotypes and Misconceptions That Exist About Both Agile and Traditional Project Management • There is a Role for an Agile Project Manager; However, it Will Require a Shift in Thinking for Many Project Managers: – Emphasis on Maximizing Value versus Control – Emphasis on Empowerment and Self-Organizing Teams – Limited Emphasis on Documentation These Changes May Not Be Easy for Many Project Managers and Will Also Require Changes in the Environments That They Operate In and The Measurements and Expectations of Project Managers 04/11/2014 © 2013-2014 Breakthrough Solutions, Inc. 31 Resources to Help • One-Day Workshop on Agile Project Management • Graduate-level Boston University Course to be Offered in the Fall • Customized Corporate Workshops • Blog Site: www.ManagedAgile.com • Books: 04/11/2014 © 2013-2014 Breakthrough Solutions, Inc. 32 THANK YOU! Chuck Cobb Breakthrough Solutions, Inc. (508) 359-7375 [email protected] 04/11/2014 © 2013-2014 Breakthrough Solutions, Inc. 33