1. PMP, PMI ACP. 2. Author of the book PMP Certification Excel with ease published by PEARSON

Transcription

1 Introduction 1. PMP, PMI ACP 2. Author of the book PMP Certification Excel with ease published by PEARSON 3. Author of the book PMI Agile Certified Practitioner Excel with Ease published by PEARSON Page 1

2 Program Management Best Practices in Adaptive Agile Environment - SCRUM TEA Model Page 2

3 Context Setting Agile Byte Agile Product management Flow Dynamics and Paradoxes Research Methodology Outcome of the Research Top Eight Focus Areas Top Twenty Focus Areas Scrum Tea advantages Component Identification Conclusion Get the right people. Then no matter what all else you might do wrong after that, the people will save you. That s what management is all about. - Tom DeMarco Page 3

4 Context Setting Agile Byte Agile Product management Flow Dynamics and Paradoxes Research Methodology Outcome of the Research Top Eight Focus Areas Top Twenty Focus Areas Scrum Tea advantages Component Identification Conclusion Iterative Vs Incremental Spectrum of Process Complexity Page 4

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6 Context Setting Agile Byte Agile Product management Flow Dynamics and Paradoxes Research Methodology Outcome of the Research Top Eight Focus Areas Top Twenty Focus Areas Scrum Tea advantages Component Identification Conclusion What is Agile Product Management? Explain the Flow of Information across the system Page 6

7 Agile Product Management - Flow The P in PM is as much about people management as it is about project management. - Cornelius Fichtner Project Manager Light weight Requirements Daily stand-up meetings Collocated Team Demo Empowered Team Continuous Integration SCRUM Master Scrum Master Teach & Lead Product Owner Team Retrospective Program Manager $ Customer Page 7

8 Context Setting Agile Byte Agile Product management Flow Dynamics and Paradoxes Research Methodology Outcome of the Research Top Eight Focus Areas Top Twenty Focus Areas What are all the dynamics and paradoxes of People management? Scrum Tea advantages Component Identification Conclusion Page 8

9 Dynamics and Paradoxes Program and Portfolio Management Conference Adding resources to a project can slow down the Velocity. (Crashing?) Taking resources away from a project can speed it up. Page 9

10 Dynamics and Paradoxes Program and Portfolio Management Conference Projects which include contingency take a shorter time than projects without contingency. High risk projects are often more beneficial than no-risk projects. Page 10

11 People Vs Process Those scientific appliances will not work if people are not willing to accept it. Program and Portfolio Management Conference According to Invancevich and Glueck, HRM is concerned with the most effective use of people to achieve organizational and individual goals. It is a way of managing people at work, so that they give their best to the organization. Agile manifesto states that Individual and interactions (organizations) over Process and tools. People Process If everything seems under control, you re not going fast enough. Mario Andretti 1. Strategy Execution 2. Skill development 3. Increase Employee Commitment 4. continuous transformation 5. Team as a coherent whole 6. Plan to manage Change 7. Human element of Risk taking Page 11

12 Context Setting Agile Byte Agile Product management Flow Dynamics and Paradoxes Research Methodology Outcome of the Research Top Eight Focus Areas Explanation of Research Methodology followed Top Twenty Focus Areas Scrum Tea advantages Component Identification Conclusion Page 12

13 Research Methodology Program and Portfolio Management Conference After satisfying all the necessary tests of reliability of the survey instrument, sample size adequacy and population matrix, the data was subjected to principal component analysis, resulting in the identification of SCRUMTEA; Page 13

14 Context Setting Agile Byte Agile Product management Flow Dynamics and Paradoxes Research Methodology Outcome of the Research Top Eight Focus Areas Top Twenty Focus Areas Scrum Tea advantages Component Identification Explanation of the outcome of the Research Conclusion Page 14

15 Twenty Focus Areas of Program Management 20. Effective communication 1. Sustainable Environment 19. Feedback Customers 2. Top Management Support 18. Employee relations 3. Quality Management 17. Authority HR Management 4. Realistic Plan Agile 16. Cross Project 5. Competency Development 15. Benefit Management Program Management 6. Adequate Control 14. High performance 13. Uniform Performance Agile Project Execution 7. Strategic Alignment 8. Motivation - Team 12. Cross discipline 9. Consistency of Vision 11. Adaptability 10. Reward Management Page 15

16 Ranking of Focus Areas Program and Portfolio Management Conference Effective communication 1. Sustainable Environment 19. Feedback Customers 2. Top Management Support 18. Employee relations 3. Quality Management 17. Authority HR Management 4. Realistic Plan Agile 16. Cross Project 5. Competency Development 15. Benefit Management Program Management 6. Adequate Control 14. High performance 13. Uniform Performance Agile Project Execution 7. Strategic Alignment 8. Motivation - Team 12. Cross discipline 9. Consistency of Vision 11. Adaptability 10. Reward Management Page 16

17 Context Setting Agile Byte Agile Product management Flow Dynamics and Paradoxes Research Methodology Outcome of the Research Top Eight Focus Areas Top Twenty Focus Areas Scrum Tea advantages Component Identification Conclusion Top Eight Focus Areas (Outcome) Page 17

18 Focus Area 1 Program and Portfolio Management Conference Sustainable Environment 1. Sustainable HR Management Environment (Focus Area 1) 1. Perceived Value Agile of individuals 2. Feedback from stakeholders Program 3. Continuous action on feedbacks 4. Innovative Staff Management (new ways of Working) 5. Plan Do Study Act Agile Project Execution Value - Feedback - Improvement - Innovation S Page 18

19 Focus Area 2 Program and Portfolio Management Conference Sustainable Environment 2. Competency HR Development Management (Focus Area 2) 2.Competency Development 1. Observable and measurable Agile pattern of skills, knowledge, abilities, behaviors. Program 2. Competence is demonstrated by performance (Key behaviors) Management 3. Competence gaps assessed using High Performer Agile Performance Project Execution criteria Pattern - Key Behavior - Competency Gaps S C Page 19

20 Focus Area 3 Program and Portfolio Management Conference Sustainable Environment 2.Competency Development 3. Reward HR Management (Focus Area 3) 1. Team productivity Linked? (Team reward) 2. To ensure that people Agile are rewarded in accordance with their contribution? Program 3. Finance Vs non-finance reward 4. Jay Galbraith s Management star model identifies five essential organizational component: strategy, structure, Agile rewards, Project processes Execution and people. Strategy Structure Reward Process - People 3.Reward Management S C R Page 20

21 Focus Area 4 Program and Portfolio Management Conference Sustainable Environment 4. Uniform Performance Management (Focus Area 4) HR Management 1. Systematic performance against defined criteria, reviewing progress to date and assessing the Agile potential for advancement degree Appraisals Program 3. Career Management Management 2.Competency Development Agile Project Execution 4.Uniform Performance Defined Criteria 360 Degree Feedback Career Management 3.Reward Management S C R U Page 21

22 Focus Area 5 Program and Portfolio Management Conference Sustainable Environment 5. Motivation HR Management of the Team (Focus Area 5) 2.Competency Development 1. Satisfaction Vs Motivation Agile 2. Clear Career Path Program 3. Leadership by motivation 4. Status relationship Management Agile Project Execution 4.Uniform Performance 5.Motivation - Team Satisfaction Motivation Leadership by Motivation 3.Reward Management S C R U M Page 22

23 Focus Area 6 Program and Portfolio Management Conference Sustainable Environment 6. TD High performance HR Management Work System(Focus Area 6) 2.Competency Development 1. Empowerment Agile 2. Self Organized team Program 3. Personal Objective Vs Team Objective 4. Hierarchy level Management and performance 5. Reward Vs Motivation Vs High performance Agile Project Execution 4.Uniform Performance 5.Motivation - Team Empowerment Self Organization Performance based System 6.TD High performance 3.Reward Management S C R U M T Page 23

24 Focus Area 7 Program and Portfolio Management Conference Sustainable Environment 7.Employee relations 2.Competency Development 7. Employee HR Management Relations (Focus Area 7) 1. Maintaining healthy relationships between individuals and different Agile work Groups 2. increase co-operation and trust Program 3. Human relations training 4. Employer Employee Management relationships Agile Project Execution 4.Uniform Performance 5.Motivation - Team Healthy relationships Trust and Co operation HR Training 3.Reward Management 6.TD High performance S C R U M T E Page 24

25 Focus Area 8 Program and Portfolio Management Conference Adaptability 1.Sustainable Environment 7.Employee relations 2.Competency Development 8. Adaptability HR Management (Focus Area 8) 1. People are part of the problem and ownership becomes part of the solution Agile 2. Adaptive Leaders Program needs to Adapt (Change) themselves according to the situation but Management bringing out the desired results. 3. They work for Future Agile Project Execution 4.Uniform Performance 5.Motivation - Team Adaptable Leaders Future Leaders Ownership 3.Reward Management 6.TD High performance S C R U M T E A Page 25

26 SCRUM TEA A Model of Agile Program Management 1.Sustainable Environment 2.Competency Development 3.Reward Management SCRUM TEA 4.U 4.Uniform Performance 5.Motivation - Team 6.Team High performance 7.Employee Relations 8. Adaptability Page 26

27 Context Setting Agile Byte Agile Product management Flow Dynamics and Paradoxes Research Methodology Outcome of the Research Top Eight Focus Areas Top Twenty Focus Areas Scrum Tea advantages Component Identification Top twenty Focus Areas (Outcome) Conclusion Page 27

28 Top 20 Focus Areas Program and Portfolio Management Conference Page 28

29 Context Setting Agile Byte Agile Product management Flow Dynamics and Paradoxes Research Methodology SCRUM TEA Outcome of the Research Top Eight Focus Areas Top Twenty Focus Areas Scrum Tea advantages Component Identification SCRUM TEA HRM Mapping Advantages of Scrum Tea Conclusion Page 29

30 SCRUM TEA HRM Mapping SCRUM TEA Page 30

31 SCRUM TEA EXCELLENCE ENERGISED TEAM BENEFIT MANAGEMENT SCRUM TEA HIGH CUSOMTER VALUE SCALABILITY ORGANISATION ALIGNMENT QUICK RESOURCE RAMP UP Page 31

32 Context Setting Agile Byte Agile Product management Flow Dynamics and Paradoxes Research Methodology Outcome of the Research Top Eight Focus Areas Top Twenty Focus Areas Scrum Tea advantages Component Identification Identify Components Conclusion Page 32

33 Rotated Loading Matrix Adequacy Test Communality of the variables Component Identification Page 33

34 Context Setting Agile Byte Agile Product management Flow Dynamics and Paradoxes Research Methodology Outcome of the Research Top Eight Focus Areas Top Twenty Focus Areas Scrum Tea advantages Component Identification What we (Program managers) needs to do? Conclusion Page 34

35 Conclusion: Program and Portfolio Management Conference Create Sustainable Environment 2. Concentrate on Team Leadership 3. Walk the Talk 4. Be Transparent and Honest 5. Manage People related Risks and Issues proactively. Page 35

36 Thank you Let s Drink Energetic Scrum tea! Scrum tea S. Chandramouli PMP, PMI ACP Chandramouli.subramanian@cognizant.comn Mob. Tel.: Page 36