This document discusses the evolving role of the project manager (PM) in lean and agile environments. It introduces three PM roles: lagging PM, leading PM, and strategic PM. The lagging PM responds to changes by applying corrective actions. The leading PM charts the future, anticipates issues, and leads organizational change. The strategic PM enables innovations and facilitates organizational alignment. Workshops are provided for each role to identify valuable activities. The document concludes that the PM role has adapted through frameworks like SAFe and that PM skills are applicable beyond specific roles.

1. The PM Role
in a Lean and Agile World
NA14AGL04
Dr. Dave Cornelius
DM, MBA, PMP, PMI-ACP, CSP, SSBB, ITIL v3
KNOLSHARE.ORG

2. “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
2
PM Role in a Lean and Agile World
PM Role in a Lean and Agile World

3. 3
Networking && EEssttaabblliisshh TTeeaammss
• 2 minutes of networking
• Establish your team
PM Role in a Lean and Agile World

4. 4
LLeeaarrnniinngg OOuuttccoommee
• Play a change agent role in the lean and agile transformation
• Discern your agile PM role: Strategic, Leading, or Lagging
• Become a valued contributor: Scaled Agile Framework (SAFe).
• Interact and share knowledge in your teams today!
PM Role in a Lean and Agile World

5. 5
PM Role Not IIddeennttiiffiieedd aass aann AAggiillee
RRoollee
• Scrum: PM responsibilities assigned to team members
• PMI (2012) stated our value as:
1. Leadership
2. Team building
3. Motivation
4. Communication
5. Influencing
6. Decision making
7. Political and cultural awareness
8. Negotiation
9. Trust building
10.Conflict management
11.Coaching
PM Role in a Lean and Agile World

6. 6
RReemmeemmbbeerr tthhee GGoooodd OOlldd DDaayyss??
• Project Manager - the project leader
• The Project Management Institute stated, “the role of the project
manager is to lead the team that is responsible for achieving the
project objectives” (PMBOK Guide, 5th Ed.)
6

7. 7
HHooww DDiidd II GGeett HHeerree??
• And you may find yourself living in a lean and
agile world
• And you may find yourself in uncertainty
• And you may find yourself in a new role
• And you may find yourself in a beautiful place,
with a beautiful life
• And you may ask yourself, Well...How did I get
here?
Yogi Berra once said, when you arrive at
the fork in the road, take it!

8. 8
WWhhaatt iiss LLeeaann TThhiinnkkiinngg??
• Embraces kaizen or continual improvement
• Eliminates delays/waste
• Maximizes the value stream
• Balances flow/work in progress (WIP)
• Streamlines pull/customer demand
• Applies the Plan-Do-Check-Act Method

9. 9
WWhhaatt iiss AAggiillee TThhiinnkkiinngg??
• Delivers customer value through iterative steps
• Frequent collaboration - engages people in the value stream
• Inspects and adapts
• Responds to change
• Embraces continual improvement through retrospectives
• Applies the Plan-Do-Inspect-Adapt Method

10. 10
EEnnaabblliinngg CChhaannggee
Will you be the leader Enabling or Resisting change?
• Assess change readiness
• Communicate the need for change
• Develop sponsorship roadmap
• Provide training to enable change
• Create change communities
• Collaborate for sustaining change

11. 11
SSccaalleedd AAggiillee FFrraammeewwoorrkk ((SSAAFFee))
• Enterprise Scrum
• Customer engagement
• Organization alignment
• Inspect and adapt
• Team engagement
• Transparent behaviors
• Improved time to market
• Responsiveness to
change
• SAFe enterprise agile model. Copyright 2014 by Scaled Agile, Inc. Reprinted with permission.

12. 12
PPMM RRoolleess iinn aa LLeeaann && AAggiillee WWoorrlldd
• Lagging PM
– Explains the past
– Responds to change by applying corrective actions
Lagging PM
Leading PM
Strategic PM
• Leading PM
– Charts the future; anticipate and prevent issues
– Leads and indicate organizational change
– Plans cross-functional team dependencies
• Strategic PM
– Enables future innovations
– Facilitates organization alignment

13. Why Redefine PM Role?
• Identify the value the PM provides
• Match existing PM knowledge with future roles
• Increase the PM awareness and need for change
• Assist the PM with a transition plan
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.

14. 14
LLaaggggiinngg PPMM
Lagging PM
Initiating Planning Executing Monitoring &
Learning
Closing
Product
Owner
Release plan User stories
planning
User story
grooming
Product
Performance
Approve user
stories
closure
Scrum
Master
Team
workshops
Sprint
planning
Frequent
collaboration
Team
performance
Close Sprint

15. 15
LLaaggggiinngg PPMM VVaalluuee
• Product Owner Value:
– Prioritized work for the team
– Finished work demonstrated to customers
• Scrum Master Value:
– Consistent team velocity
– Areas identified for continual improvement
– Mitigated risks
Lagging PM

16. Team Collaboration 1
Lagging PM Workshop Assignment
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.

17. 17
UUmm--UUmm--GGoooodd BBuussiinneessss CCaassee
• Um-Um-Good Cookies receives input from customers for each
year’s exotic cookie flavors.
• Only the right cookie flavors can be selected to ensure the a profit
and support the grass-roots customer loyalty program.
• As a Strategic, Leading, and/or Lagging PM you will identify and
discuss your role to support the organization’s selection, oversight,
and execution to produce the next customer driven flavors for 2015.
17

18. LLaaggggiinngg PPMM WWoorrkksshhoopp AAssssiiggnnmmeenntt
• Identify and discuss the top 3 activities that you believe
the PM is best qualified to perform that can add value in
producing customer value to satisfy the next customer-driven
18
exotic cookie flavors.
18
Lagging PM
• Get in small teams and do the following:
– Write ideas on Post-It notes
– Post them on the big sheet of paper
– Group ideas to create themes
More Role and Process details: WWW.ScaledAgileFramework.com

19. Lagging PM
19
LLaaggggiinngg PPMM KKnnoowwlleeddggee SShhaarriinngg
• Share your learning’s about the Lagging PM
19

20. Leading PM
20
LLeeaaddiinngg PPMM
• Charts the future; anticipating and preventing issues
• Leads and indicates organizational change
• Plans cross-functional team’s dependencies during planning activities
• Roles:
1. Release Train Engineer – Accountable for release-level planning outcome
2. Release Manager – Accountable for product release to market
3. Product Owner – Accountable for prioritized work for the team
4. Scrum Master – Accountable for team Scrum practice
5. Scrum of Scrum Masters – Accountable for team dependency integration
6. Coach – Enables the transition from non-agile to agile and lean thinking

21. SSccrruummXXPP EEnnggaaggeemmeenntt::
LLeeaaddiinngg PPMM Leading PM
21
Initiating Planning Executing Monitoring &
Learning
Closing
Product
Owner
Release
plan
Features
planning
Features
grooming
Inspect &
Adapt
Product release
announcement
Scrum
Master
Team
workshops
PSI
planning
Frequent
collaboration
Dependencies
& risks
Close release

22. PPrrooggrraamm EEnnggaaggeemmeenntt::
LLeeaaddiinngg PPMM Leading PM
22
Initiating Planning Executing Monitoring &
Learning
Closing
Release
Manager
Environment
requirements
Release
activities
Product
builds
Defect metrics Product
release
Release
Train
Engineer
Stakeholders
engagement
Release
Train Event
(RTE)
Frequent
collaboration
Dependencies &
risks
Release train

23. 23
LLeeaaddiinngg PPMM VVaalluuee
• Servant Leader - enables the teams to self-organize and
excel
• Release Manager – releases quality product to market
• Release Train Engineer (RTE) - escalates impediments,
risks, and coaches program-level continual improvement
• Product Owner - prioritize work for the team
• Scrum Master - coaches the transformation from non-agile
practices to agile and lean thinking
Leading PM

24. Team Collaboration 2:
Leading PM Workshop Assignment
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.

25. 25
UUmm--UUmm--GGoooodd BBuussiinneessss CCaassee
• Um-Um-Good Cookies receives input from customers for each
year’s exotic cookie flavors.
• Only the right cookie flavors can be selected to ensure the
company makes a profit and support the grass root customer
loyalty program.
• As a Strategic, Leading, and/or Lagging PM you will identify and
discuss your role to support the organization’s selection, oversight,
and execution to produce the next customer driven flavors for 2015.

26. LLeeaaddiinngg PPMM WWoorrkksshhoopp AAssssiiggnnmmeenntt
• Identify and discuss the top 3 activities that aligns with Agile
practices.
• Identify and discuss the top 3 activities that make you valuable to
the project.
• Plan deliverables to meet the next customer driven exotic cookie
flavors expectations.
Leading PM
26
• Get in small teams and do the following:
– Write ideas on Post-It notes
– Post them on the big sheet of paper
– Group ideas to create themes
More Role and Process details: WWW.ScaledAgileFramework.com

27. 27
LLeeaaddiinngg PPMM KKnnoowwlleeddggee SShhaarriinngg
• Share your learning’s about the Leading PM
Leading PM

28. 28
SSttrraatteeggiicc PPMM
Strategic PM
Initiating Planning Executing Monitoring & Learning Closing
Project
Portfolio
Manager
Strategy • Business
objectives
• Portfolio
Kanban board
• Epic success
criteria
• Voice of
customer
• Value
streams
• Lean portfolio metrics
• Epic burn-up report
• Epic progress report
Business &
Architecture
Epics
Investment
funding
• Investment
themes
• Budgets • Cost analysis
• Enterprise balanced
scorecard
Investment
themes

29. 29
PPoorrttffoolliioo LLeeaann MMeettrriiccss
• Tracks the investment themes progress
Investment Themes
1. Add cloud
computing as a
customer value
2. Expand
products to
EMEA
markets
3. Common
architecture
across
systems
Stakeholders:
Continue, adjust,
or kill initiatives
Metrics & Learnings
Net Promoter
Net Promoter
Score
Score
Quality
Quality
Metrics
Metrics
CCoosst tM Meetrtircicss
Epics
Progress
Epics
Progress
RROOII
IRIRRR

30. Strategic PM
30
SSttrraatteeggiicc PPMM VVaalluuee
• Customer driven business and architecture initiatives
(epics)
• Market competition response
• Compliance demands
• Internal innovations (business and/or architecture epics)
• Financial market volatility response

31. Team Collaboration 3
Strategic PM Workshop Assignment
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.

32. 32
UUmm--UUmm--GGoooodd BBuussiinneessss CCaassee
• Um-Um-Good Cookies receives input from customers for each
year’s exotic cookie flavors.
• Only the right cookie flavors can be selected to ensure the
company makes a profit and support the grass root customer
loyalty program.
• As a Strategic, Leading, and/or Lagging PM you will identify and
discuss your role to support the organization’s selection, oversight,
and execution to produce the next customer driven flavors for 2015.

33. SSttrraatteeggiicc PPMM WWoorrkksshhoopp AAssssiiggnnmmeenntt
• Identify and discuss the top 3 activities that are vital to
your project for delivering customer value.
• Identify and discuss the top 3 activities you perform that
make you valuable to the project.
Strategic PM
33
• Get in small teams and do the following:
– Write ideas on Post-It notes
– Post them on the big sheet of paper
– Group ideas to create themes
More Role and Process details: WWW.ScaledAgileFramework.com

34. 34
SSttrraatteeggiicc PPMM KKnnoowwlleeddggee SShhaarriinngg
• Share your learning’s about the Strategic PM
Strategic PM

35. 35
WWhhaatt ddiidd yyoouu lleeaarrnn??
• Lagging PM
– Explains the past
– Responds to change by applying corrective actions
Lagging PM
Leading PM
Strategic PM
• Leading PM
– Charts the future; anticipate and prevent issues
– Leads and indicate organizational change
– Plans cross-functional team dependencies
• Strategic PM
– Enables future innovations
– Facilitates organization alignment

36. 36
CCoonncclluussiioonn
• The PM has a role in the Scaled Agile Framework (SAFe)
• The PMP gave us life skills beyond a corporate role
• We may have to chart our role in the lean and agile world
• Strive to be better corporate citizens

37. 37
IInnqquuiirriieess
• Is there anything I’ve said that I can elaborate on?

38. 38
RReeffeerreenncceess
• Scaled Agile Framework: http://www.scaledagileframework.com/
• A is for Agile, not Anarchy: http://www.agilenotanarchy.com
• Dr. Dave Cornelius: http://www.dave-cornelius.com
• 5Saturdays: http://www.5saturdays.org
• KNOLSHARE.ORG: http://www.knolshare.org

39. 39
CCoonnttaacctt
IInnffoorrmmaattiioonn
Name: Dr. Dave Cornelius
E-mail: ME@Dave-Cornelius.COM
Other Contact Info:
• Web: www.Dave-Cornelius.com
• Twitter: @DrCorneliusInfo
• LinkedIn: www.linkedin.com/in/daveauck/
• Facebook: https://www.facebook.com/DrDaveCornelius
• Google+: google.com/+DaveCorneliusDrOrgLead
• University of Phoenix - School of Advanced Studies Affiliated

40. 40
AAbboouutt DDrr.. DDaavvee CCoorrnneelliiuuss
• Purpose:
– Serve God by serving others
– Inspire continual learning
– Add value to individuals by enhancing their professional growth
and development.
• University of Phoenix - School of Advanced Studies Affiliated