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challenges of transforming to agile – the team
vis-à-vis project manager
Padma Satyamurthy
12 September 2014
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•thank you• for the opportunity
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Padma Satyamurthy
challenges of transitioning to agile – the team vis-à-vis project manager
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challenges of transforming to agile –
the team vis-à-vis project manager
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what is agile – mind setor methodology?
challenges of transitioning to agile – the team vis-à-vis project manager
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doing agile vs. being
agile
agile thinking
agile manifesto
• Individuals and interactions over processes and tools
• Working software over comprehensive documentation
• Customer collaboration over contract negotiation
• Responding to change over following a plan
Remember – Agile mind set believes that we are ALL Work in Progress
agile is a mind set
challenges of transitioning to agile – the team vis-à-vis project manager
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why agile?
challenges of transitioning to agile – the team vis-à-vis project manager
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Source: Erik Qualman, Author, Socialnomics
challenges of transitioning to agile – the team vis-à-vis project manager
9challenges of transitioning to agile – the team vis-à-vis project manager
10challenges of transitioning to agile – the team vis-à-vis project manager
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speedat which innovations can
reachglobal audience
challenges of transitioning to agile – the team vis-à-vis project manager
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customers are
driving innovations
challenges of transitioning to agile – the team vis-à-vis project manager
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if this is the speed at which product & service
innovations are happening, then the need for
innovations in project
management now is greater than
ever before !!
challenges of transitioning to agile – the team vis-à-vis project manager
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technology & toolskeeping pace with the
business needs
challenges of transitioning to agile – the team vis-à-vis project manager
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agile is the way
to go
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but before we transition
to agile….we need to
answer few questions….
challenges of transitioning to agile – the team vis-à-vis project manager
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before transitioning to agile
challenges of transitioning to agile – the team vis-à-vis project manager
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why your organization
is making the move
before transitioning to agile
challenges of transitioning to agile – the team vis-à-vis project manager
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agile is nota silver bullet
before transitioning to agile
challenges of transitioning to agile – the team vis-à-vis project manager
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beginning is always tough
before transitioning to agile
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get help, internal & external
before transitioning to agile
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marketing& branding
before transitioning to agile
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challenges
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the Challenges
Organization
• Management
• Senior Leadership
• Stakeholders
Team• People
• Org Change Management
• Engaging and Motivating
Process
• Existing Framework
• Measuring success
• Building Trust
challenges of transitioning to agile – the team vis-à-vis project manager
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deep dive – team challenges
challenges of transitioning to agile – the team vis-à-vis project manager
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where to start?
challenges of transitioning to agile – the team vis-à-vis project manager
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team challenges – the change
challenges of transitioning to agile – the team vis-à-vis project manager
Fixed Reqs
EstCost
Quality
EstTime
a
Fixed Cost
Quality
EstReq
Fixed Time
Risks
subject
to cost,
time and
reqs
Risks
decline
as
project
progress
Waterfall Agile
Moving from defined model to empirical model
Linear lifecycle to evolving lifecycle
Responding to complex and unpredictable requirements
Pull requirements vs Push requirements
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team challenges - collaboration
Continuous collaboration and transparency with customers and internal
stakeholders - Not just Top down and Bottom up but side ways too!
Impact of not collaborating – Prioritizing requirements; delayed deliveries;
Team, senior leadership and customer unrest
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team challenges – self organizing
Hackman’s leading team
Decentralized, less supervised, self organizing teams –Empowered team vs direction seeking team
Facilitating Manager vs micro managing tasks
Coaching and mentoring vs feedback and action
Responsibility
Set overall direction
Design the team and
overall context
Monitor and Manage
Progress
Execute / Perform
Manager-led
teams
Manager
Manager
Manager
Team
Self-directed
teams
Manager
Manager
Team &
Manager
Team
Self-organizing
teams
Team
Team
Team
Team
Self-managing
teams
Manager
Team
Team
Team
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essentials of self organising teams
Skill and Competency: To
ensure confidence within
the team, it’s essential to
make the team
competent with right set
of skills.
Interdependent vs
Independent: Team should be
encouraged to work with
interdependency to achieve
team benefits. Teams believing
in collective ownership can go
that extra mile
Motivation: Answering
“What is in it for me”?
Helping find answer to this
question can keep the
team motivated all the
time.
Collaboration, Mutual
Trust and respect:
Only trust and respect
can bring the team
spirit
Continuity: The team
should be together for a
reasonable duration;
changing its composition
often may disturb the
bigger goal and objective
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Purpose and goal unclear
Varying degree of commitment
Team dependent on leadership
Forming
Build common purpose & goal
Clarify accountability
Provide direction
Confusion /differences on R&R
Members act independently
Team unclear on dealing issues
Storming
Conduct all team discussions
Take feedback frequently
Raise difficult issues and coach
Team gains confidence
Team builds trust & relationship
Members grow interdependent
Norming
Develop lean process on R&R
Forums for problem solving
Leader transforms to facilitator
Team clear on purpose and goal
Team self facilitate
Team works for team benefits
Performing
Continuous improvement
Assess results against goals
Reward and recognitionTuckman Model
Cultural and global sensitivity - Managing global diversity issues, Time
zone differences
team challenges – global issuesBehaviour Tasks Result
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role of the project manager
shield from
diversions
focus on
leadership -
collaboration
champion and
communicate
the vision
emphasis on team
selection,
development,
coaching and
mentoring
creating an
environment of
high-trust
remove
obstacles
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what does project manger not do
manage
the teamdirect team
members
assign
tasks
make
decisions for
the team
overrule
team
members
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Measure your transformation
Listen
Assess
EngageMeasure
Improve
SentimentsCompliments & QuestionsFuture state
Goals & ObjectivesRoadmapSkill & Competency
One to oneOne to manyMany to many
Return of InvestmentImpact assessment
Customer Feedback
LearnRefine
Move Forward
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Thank You
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