Simplifying Complexity: How the Four-Field Matrix Reshapes Thinking
Hello... I'm your project manager
1.
2. Hello… I’m your project manager!
Agility vs Legacy Management
Adam Mitchell
@PinkFatBunny
adam@adammitchell.co.uk
3.
4. Scrum Master
Agile Project
Manager
Digital Delivery
Manager
Project Manager
Delivery Lead
Manager
Program Manager
Technical Delivery
Manager
Tribe Leader
Agile Delivery
Manager
5. Negative Impact
Negative Impacts
• Team morale
• Staff retention
• Ambiguous goals
• Stopping people achieving ‘Mastery’
• Unprofessional in front of clients
• Not delivering the right thing
8. • The fragile
• The lifer
• Old-school
• The contractor
Types of managers
9. The fragile – no idea
• Nice enough
• No agile knowledge
• No knowledge at all
• How they got the job is a mystery
10. The lifer
• Spent 10yrs getting to this position
• All about the org chart
• Change management is the bible
• Don’t want to feel left out
• Car park space = experience
• Counting down to retirement
• Smiles and nods to the right people at the
right time
11. Old School Manager
Total Waste At Tolerance
• Passive aggressive
• Doesn't want to lose control
• Micro management
• Excel/Gant charts rule
• Lack of subject matter knowledge masked by a
louder voice
12. The contractor
• A bit of knowledge is dangerous
• Needs to be shown to be worth
the day rate
• Deadline driven, not necessarily
value driven
• Visibility more important than
doing the right thing
13. Legacy Management vs Adaptive/Agile
Schedule focused Value focused
Yearly Budgets Incremental funding
Large upfront planning Continuous steering
Assign FTEs to projects Flow features thru teams
Risks and returns Time to market
14. Characteristics of a Servant Leader
• Values diverse opinions
• Cultivates a culture of trust
• Develops other to become leaders
• Helps people with life issues
• Encourages
• Sells instead of tells
• Thinks you and not me
• Thinks long term
• Acts with humility
17. What I’m hearing is…
notes of what they are saying and your
interpretation of it
Making you feel…
playback how you think what you heard
effects the person
2 Chairs
Geoff Watts Munich 2016 @geoffcwatts
19. Hearing - “Need convincing the ‘work’ is getting done”
Feel – “setting milestones means we are delivering”
Move away from task management and focus on
business value
Hearing - “How do I know people are busy”
Feel - “teams have to be busy to be productive”
Explaining WIP and that 100% capacity doesn’t mean
more value delivered. It costs the same Op Ex £
20. Go See
• “Go see” also means listen, share, learn, coach,
mentor, teach, act, support and most
critically interact.
• But you may have to cut through a layer of defense to
get there and re-educate along the way.
• When your management do go see, make sure
they really see and understand. It’s not all a parade
• Management backs experiments over conformance
• Remember a truly agile organization values
individuals and interactions.
26. “Don’t look with your eyes, look with your feet…
people who only look at the numbers are the worst
of all”
Nanpachi Hayashi - 2008 – Toyota
27. “Don’t look with your eyes, look with your feet… people who only look at the numbers are the worst
of all”
Nanpachi Hayashi - 2008 – Toyota
Which persona to target for MVP?
28.
29. A3 Proposition
Canvases
Risks and returns Time to market
Yearly Budgets Incremental funding
Sells instead of tells
Values diverse opinions
32. Epics/Features – units of business value
% of MVP
Iterative releases
RAG Dashboards
Flow features through teams
Not Stories
Not Velocity
Not a resource plan
36. Moving to Accelerated Business Outcomes (ABO)
From
SAP
Insight
Colleague
SWM
To
Busyness Effectiveness
Direction and
Impediment
Clearing
Feedback and
Impediment
Escalation
Strategy
Portfolio
Programme
Teams
Business
Outcome 1
Business
Outcome 2
SAP Insight SWM Colleague Etc...
45. The Lean-Agile PMO: From Process Police to Adaptive Governance
Adaptive Governance - the collaborative, flexible and learning/based
management of programs and portfolios.
46.
47. Hello… I’m your project manager!
Agility vs Legacy Management
Adam Mitchell
@PinkFatBunny
adam@adammitchell.co.uk
Thank you for listening
Notas del editor
i'm not one to ignore problems
tried to address the dichotomy various ways, some went well some didn't
you cant just tell people they are shit at their job
Fractious – like parents arguing over children in a divorce that no one wants
With IBM I had 4 project managers in 6 months, 1 lasted 5 days. 1 was bat shit crazy
Christopher Avery –
This isn’t about blaming PM’s for every failed project ….Hello I’m your test manager
This isn’t to identify the enemy
if you can understand them you can help better the dichomty
Charles Logan 24
Public sector
Frank Underwood
probably drives an Audi diesel, 2.0 S-Line, probably with an RS badge stuck on
I had one PM who bought a lordship and used that
Omar Little from The Wire
ego centric personality
foster belong
do myself out of a job
not just short term wins at the expense of others, 6, 12, 18months
Gone are the days when you could just offer them out to the car park
Anyone being to Halifax?
Famous for a bakn that lost billions – shittest nighrclub in uk and the uplifting documenrty Happy Valley
this is something i've worked hard at over the past couple of years,
people use Servant Leadership in interfiews and soundbites but not to this level of undersatnding
use empathy to get an understanding of the person and thier problems/needs
Stephen Mounsey Infiity Works under Tom Walton
Thought he made it up on the train
Discussed by geoff watts in Munich last october
Goes back to the servant leaderahip mantra
Stephen Mounsey – Listen presentation – thought he made it up on the train here
Kanban from the inside
AgendaShift – 4th question on the bottom got added last month.
Print out cards
Lucky in the at Mike Burrows consults for my company. New book coming out soon, 1st chapter online now
Milestones tracking task management – what are you delivering at the milestones?
Meetings aren’t work
Look at new things, mastery - experiements
Sticky notes by 3m delveoped in their down time
Similar to do they really listen, do they really see
Promoting the human interaction with the delivery team
Derived from Lean and the Toyoto Way
Try letting them book their golf tee times on that bandwidth!
Facetime the wife at home
Farsical that adults need silly pictures of themselves
Yes there are 15 avatars ….I was trying a mob scrum team …it failed
Ownership that he participating towards the MVP and towards building the right thing
Would he get that excited about a requirement doc or filling in a spreadsheet
Struggle to comprehend that adults can actually manage their own time without asking permission
Don’t want to let go
Team members Still updated the company HR to track holidays
Team breakfast – involving all the team including middle management
We as coaches, devs, testers, BA, UR, UX’s should be encouraging this behavour
5%
PM goes to lab, shows them the website prototype, shows them the posters, show’s them the mobile app
Does this work??
No – I can’t read.
Really need to understanfd why.
SouthWest airlines that Linda touched on.
Migration excerise move 10m accounts from A to B.
Deal with some of the most venerable people in society – we get this wrong people will get eviced, not pay for food and will die.
I speant a lot of time working for gambling companies so this was karma
Whole point is that the PM has to engage with the rest of the teams and company, pretty much in person
Away from email
Takes 60mins – quicker than writing a PID, who reads those anyway
Justify and explain the business value of what they want doing
Seek feedback from SMEs, tech archs
Getting rid of silos
Whole point is that the PM has to engage with the rest of the teams and company, pretty much in person
Away from email
Takes 60mins – quicker than writing a PID, who reads those anyway
Justify and explain the business value of what they want doing
Seek feedback from SMEs, tech archs
Moving into more adaptive planning, don’t put sprints in stakeholder plans > it’s the output, the product, the MVP.
Not who does what during the sprint
What your doing in the sprint should be on the walls or in TFS/Trello/Jira – self serve metrics
Moving into more adaptive planning, don’t put sprints in stakeholder plans > it’s the output, the product, the MVP.
Not who does what during the sprint
Flowing work through the teamss
What your doing in the sprint should be on the walls or in TFS/Trello/Jira – self serve metrics
Indictive completion using historic data – not estimates
Operational expenditure remains the same
£20m worth or projects
Anyone know what tool this is?
Jon Terry at LeanKit said he’d give me 500dollar credit > talk later
15mins every week – moving to 15mins every 2 weeks.
Project stand ups feed into Program Stand Ups which feed into Portfolio stand up
What do you do with all that spare time that the PM’s and prog managers have???
Guy from throughtworks about stopping projects
PM’s suffer the same problems that they place upon the delivery teams. They feel they are in a hierarchy
This gives the PM’s easy access to the tiers above
Gives them more exposure
SAP Digital Boardroom
Where is it? Canteen.
Transparency and giving the the teams purpose.
Minority Report type tech. if subscribe to gartner watch this space!
Leankit MI in a more usable form
Going back to the listening and what you want sessions – why do I need ofgem data, to not get fined, who stops us getting fined? The engineers in the vans. Trying to be reactive
Org charts
backbone of any organization
yes we know someone owns the company but is it necessary to create hierarchies like this anymore
Trying to foster autonomy in our teams – this isn't the best way to do it.
Spotify model.
A lot of Target Operting Models are aiming for this DWP is close. I think Sky Gaming Bet is similar
Communities of practice
Easy to scale with SAFe or LeSS or enterprise kanban
PMO who books meeting rooms going to SLT’s
PO having to ask permission from the PM to put things in the backlog
Looks simple but doesn’t work – risk us not ‘delivering the right thing’
split out non agile delivery.
still work collaberaty but in pararrel
allows the pm to focus on what they understand and can do
Compromise down side is everyone is benefiting from Agile working practices.
simple Kanban to help manage work for BAU
Scrum XP agile methodlogies
TD - servent leadership
DS - hiring, firing, money
Leadership - regardless of where you sit in an org chart, you exhbit good leadership and you'll get the support and trust from your peers and teams
Why does it have to be more complicated than that
But people need to know why they are doing what they are doing? ‘purpose’
Got the avatar on the wall
Extracting the knowledge that is needed, using the right metrics, lean reports.