Scrum for Project Managers Part 1 30 Days to Better Agile Webinar Series Angela Druckman Certified Scrum Trainer & Agile Coach adruckman@collab.net 1 ENTERPRISE CLOUD DEVELOPMENT Copyright 2012 CollabNet, Inc. All Rights Reserved.
Learn More Lead Better with Agile Training Date Location Trainer Type September 20-21, 2012 London Rafael Sabbagh, CST Certified ScrumMaster September 22-23, 2012 New York Michael James, CST Certified ScrumMaster September 25-26, 2012 Dallas Adam Weisbart, CST Certified ScrumMaster September 27-28, 2012 San Diego Petri Heiramo, CST Certified ScrumMaster October 08-09, 2012 London Adam Weisbart, CST Certified ScrumMaster October 10-11, 2012 San Francisco Petri Heiramo, CST Certified Product Owner October 16-17, 2012 New York Angela Druckman, CST Certified Product Owner October 16-17, 2012 Dallas Jimi Fosdick, CST Certified Product Owner October 16-17, 2012 Washington, DC Michael James, CST Certified ScrumMaster October 23-24, 2012 San Francisco Adam Weisbart, CST Certified ScrumMaster November 05-06, 2012 Portland Adam Weisbart, CST Certified ScrumMaster 10% off Use promo code AngelaBook1 when you register Offer valid until 10/30 November 13-14, 2012 San Francisco Angela Druckman, CST Certified Product Owner November 13-14, 2012 Salt Lake City Michael James, CST Certified ScrumMaster November 27-28, 2012 Dallas Angela Druckman, CST Certified ScrumMaster November 27-28, 2012 Seattle Michael James, CST Certified ScrumMaster www.collab.net/agiletraining 2 Copyright 2012 CollabNet, Inc. All Rights Reserved.
Angela Druckman Angela Druckman is an agile coach and Certified Scrum Trainer. She specializes in Agile Transformation, helping teams and organizations all over the world improve their competitive position and effectiveness through agility. Whether working with tiny start-ups or Fortune 100 companies, Angela s experience and guidance have helped her clients achieve extraordinary and measurable success with their agile practices. Angela is the author of 30 Days to Better Agile. 3 Copyright 2012 CollabNet, Inc. All Rights Reserved.
Overview Scrum in a perfect world Project managers and Scrum a changing role Project manager as ScrumMaster Project manager as Product Owner Project manager supporting the team When old habits are hard to break How to Get More Information 4 Copyright 2012 CollabNet, Inc. All Rights Reserved.
Organizations that successfully implement Scrum have: Teams that self-manage and collectively take responsibility for meeting commitments Product Owners that understand and guide product vision through carefully prioritizing and releasing features Management that supports the Scrum process and removes impediments Given that 5 Copyright 2012 CollabNet, Inc. All Rights Reserved.
Do Scrum Organizations Even Need Project Managers anymore??? Not the right question! Instead, we should ask 6 Copyright 2012 CollabNet, Inc. All Rights Reserved.
How Can the Skills Project Managers Have Contribute to an Organization s Success with Scrum? 7 Copyright 2012 CollabNet, Inc. All Rights Reserved.
A Changing Role Project Managers need to understand that their role will change in a Scrum organization, regardless of whether or not they are part of a Scrum project Today we will examine: Unique talents and skills PMs bring to a Scrum project Specific responsibilities and skills that will need to change 8 Copyright 2012 CollabNet, Inc. All Rights Reserved.
The Project Manager Role Transformed Some typical transitions PM s make when their organizations move to Scrum are to the role of: ScrumMaster Product Owner Project Manager for a Scrum project, outside the Scrum team 9 Copyright 2012 CollabNet, Inc. All Rights Reserved.
Project Manager as ScrumMaster a Conflict of Interest? A project manager is the person accountable for accomplishing the stated project objectives. Key project management responsibilities include creating clear and attainable project objectives, building the project requirements, and managing the triple constraint for projects, which is cost, time, and scope. - Wikipedia The ScrumMaster is responsible for ensuring that Scrum values, practices and rules are enacted and enforced. The ScrumMaster is the driving force behind all of the Scrum and helps the Scrum Team and the organization adopt and use Scrum to produce a higher quality product. The ScrumMaster is not the manager but leads by coaching, teaching and help(ing) the Team understand and use selfmanagement and crossfunctionality. - Scrum Alliance Website Key to success is knowing which PM skills support Scrum and which need to change 10 Copyright 2012 CollabNet, Inc. All Rights Reserved.
The Weight of the World on Their Shoulders Project managers are typically held responsible and rewarded for their ability to drive a project to successful completion, including: Directing staff (aka making people perform work) Managing risk Clarifying requirements Meeting project objectives Managing budget There is just one problem with this Project Managers are not usually the people doing the actual work! 11 Copyright 2012 CollabNet, Inc. All Rights Reserved.
That Was Then, This is Now As a ScrumMaster, the only thing you make happen is the process. You are no longer held solely responsible for: Making and meeting sprint commitments. That responsibility belongs to the team now Meeting project goals, objectives and release schedules. That responsibility belongs to the Product Owner Managing risk. That function is addressed by the Scrum process itself People who successfully make the transition from PM to ScrumMaster move from managing people to facilitating process and organizational change 12 Copyright 2012 CollabNet, Inc. All Rights Reserved.
Ace in Your Pocket the Project Manager Toolbox Applied to the ScrumMaster Role PM s often have key skills that come in very handy when they move into a ScrumMaster role: The ability to deliver the hard message Raising organizational impediments Pointing out behavior that does not support Scrum Contact with people who can make change happen Deciding how to address impediments Reporting Helping management get the information they need about the project 13 Copyright 2012 CollabNet, Inc. All Rights Reserved.
So What Behaviors Need to Change? Don t manage the team they need to manage themselves The team, not you, must take responsibility for making and delivering commitments This may be a gradual process Don t take responsibility for creating the right product the Product Owner needs to own that Product backlog maintenance Release management Product vision Don t let management shoot the messenger You don t create the impediments, you just raise them to management s attention Help management understand they cannot judge you by the old yardstick anymore 14 Copyright 2012 CollabNet, Inc. All Rights Reserved.
Project Manager as Product Owner Key skills PMs can bring to the Product Owner role include: Customer connections Ability to articulate requirements Understanding the technical implications of a decision Release planning Use of product road maps 15 Copyright 2012 CollabNet, Inc. All Rights Reserved.
A Former PM Product Owner Needs to Remember: You don t control the team Work with the team to get the info you need to make good decisions about the product Help the team understand your mantra of No surprises The iron triangle doesn t lie Don t pressure the team into making commitments they cannot meet Stick to agreements about technical quality Be aware of the amount of technical debt your system contains and work with the team to plan how to improve this Work with your ScrumMaster to include stakeholders in meetings (Sprint Review, Story Time meetings, etc) in a productive way Understand that sometimes you have to say no 16 Copyright 2012 CollabNet, Inc. All Rights Reserved.
Project Managers Outside the Scrum Team Can be helpful with large projects Remember your role you are a chicken! Focus on helping the team remove impediments you are a first-line resource here Even as a traditional PM, your role changes with Scrum: the team, not you, is responsible for delivering on commitments Project Managers supporting a Scrum project can provide an example to other managers of good Scrum behavior 17 Copyright 2012 CollabNet, Inc. All Rights Reserved.
When the New Becomes the Same Old Thing What to do if a project manager continues old, nonproductive, non-scrum behaviors? Tell him/her! Sometimes we have the hardest time seeing our own mistakes Offer specific suggestions for improvement Avoid the always/never trap Get help from a neutral coach Learning via the blind leading the blind is very hard 18 Copyright 2012 CollabNet, Inc. All Rights Reserved.
Getting Additional Information and Help Webinar Special! You can receive a signed copy of 30 Days to Better Agile at a reduced price of $27/ copy (plus s/h). Email me for details at adruckman@collab.net 60 Second Scrum Video Series You can also find additional tips and ideas to improve your agile practices on my YouTube channel at http://www.youtube.com/channel/ucg 2uDvujf- 61Rsq_f7j0oGw?feature=guide. Additional videos are uploaded each week! 19 Copyright 2012 CollabNet, Inc. All Rights Reserved.
Questions? Please type your questions now 20 Copyright 2012 CollabNet, Inc. All Rights Reserved.
Thanks! Webinar: Agile Mastery Series Lesson 2: Building the Product Backlog October 12, 10a Pacific Webinar: Agile Mastery Series Lesson 3: The Dirty Dozen October 25, 10a Pacific Collab.Net/AgileTraining Angela Druckman adruckman@collab.net +1-425.330.1106 Blog: www.angeladruckman.com LinkedIn: http://www.linkedin.com/pub/angela-druckman/4/337/3b7 Twitter: @AngelaDruckman 30 Days to Better Agile is available at Amazon and Barnes and Noble 21 Copyright 2012 CollabNet, Inc. All Rights Reserved.