The Software Project Manager's Bridge to Agility
When software development teams move to agile methodologies, they often leave the project managers behind. Traditionally trained project managers are confused about their new roles and responsibilities in an environment that no longer allows them to make stand-alone decisions. In this session, the presenters focus on re-defining the job of the project manager and their new—and often more important—role in the agile development process. Also included is a mapping of traditional Project Management Institute (PMI) practices to their cousins in agile, so that a shared lexicon can be established. The presenters then elaborate on the shift in a project manager’s role from “boss” to one who serves and supports the team. See how the changed focus on facilitation and collaboration skills can make you a better Agile Project Manager. Leave with a better understanding of the necessary changes to lead and support an agile team and take away clear, practical guidelines to make these changes.
Change Notes: Changed to Leadership stage as that seemed to be the general consensus. Also shortened the tutorial to 90 minutes, but can be done at 180 minutes (more time for exercises and discussion that way) if there is any interest.
Format: This 90 minute tutorial will be presented in lecture/exercise format, with time allocated to address questions and engage in discussions with attendees. Several exercises will be included, and will focus on the differences between directive and collaborative approaches to project management (examples are included in the sample slides). The target attendees (PMPs and other command-and-control project managers) should be at a beginner level of agile understanding. More specifically, they are traditional waterfall project managers new to agile, who hold responsibility for managing software development teams.
Outline:
1. Agile introduction and overview
a. What is “agile”?
b. Why companies are moving to agile approaches
c. The Agile Manifesto – agile principles
2. Breaking out of existing project management paradigms
a. Process changes
b. New measures of success
c. Culture changes
d. New ways of working with Design and QA (up-front and at-end phase changes)
3. Mapping of traditional PMI knowledge areas to agile practices
a. Scope and Time Management
b. Quality Management
c. Risk Management
d. Cost and Procurement Management
e. Human Resources
f. PMO considerations
4. Identify new responsibilities for project managers
a. Servant leadership
b. Facilitation
c. Collaboration and consensus
d. The decisions you still must make
5. Resulting career paths now available to project managers