“How does the PM role translate to Scrum?” is one of the more typical questions in my Scrum courses. Here’s the results of one such exercise that we did with the participants to find an answer. 

As can be seen, a large chunk of typical project manager responsibilities become things Product Owners (green in the picture) are supposed to own, and another big chunk is for the Development Team (red). There’s a few splashes of blue (for ScrumMaster) and a sizeable number of items that Scrum is silent on (yellow). 

What is/was project manager anyways?

“Project” is an execution management structure. Projects are set up to deliver some target outcome, usually within specified timeline and budget. 

When you start to use Scrum (or any other Agile framework), it will suck. So you try to fix it. Your mindset will define which way you will go – either back to Waterfall or to actual Agile.

To understand what I mean, please imagine a project that seeks to deliver a customer a system they request for. At the end of the project, we find out that the customer doesn’t like the outcome, despite the fact that it matches their original request. 

Why did that happen?

Our brain seeks to understand why things happen around us they way they do. These explanations, for the scenario above, tend to fall into two primary beliefs for the cause:

Agile is a mindset. It is more important how you think than what you do, because your thinking drives your actions and behaviors. Repeating motions without understanding is not very useful, and tends to lead to disappointment.

That said, there are also certain behaviors that support the beliefs we have, so ultimately there should be an alignment between the way we think and the way we behave.

There are different ways in which the mindset (and some of the behaviors) have been captured, in the hopes of making the ideas more easy to understand and express. We do, of course, have the Agile manifesto. We also have Lean Software Development with its principles. Two more recent takes are the Modern Agile and Heart of Agile, both of which try to recapture the essence in four main ideas.

The traditional way to show the hierarchy of a traditional organization is with the CEO at the top and the workgroups/teams at the bottom. The Toyota way (as far as I know) is to reverse it, with the CEO at the bottom. I don’t think either shows the diagram as I’d really like, although the reversed model feels much better to me.

The reason is, the CEO role is a dual role of support and showing direction. In the support role, the role is certainly “at the bottom”, providing support for everyone else in their jobs. In the showing direction role, it is at the tip of the organization.

I have often wondered how I could show that duality effectively, both at the same time. Tonight, as I was going to sleep, an image came to me. I had to get up and do it (and then blog it) so that I don’t forget it.

In those times when I have had more time to work with a team to get them started, I have used the following general outline and found it working. By working I mean, it has struck a good balance between effort invested and value delivered. Investing more time could make things even faster, but not proportionally. Investing less time would reduce value and impact disproportionately. You know.

The Plan for Team’s First Sprints

* Pre-game *

1) Kick-off meeting on first day, to get started (this is more
facilitation than training), including

• What are the things we don’t know? How critical are they to know before we start Sprint 1?
• How do we learn together?

2) High level conversations – concept, requirements, UX, design, architecture, technologies, …

To me, there are two things in Agile from which everything else follows. Before moving on, what are those two things in your opinion?

Getting things DONE

The first thing is the potentially shippable product increment, delivered frequently. In Scrum this means that at least at the end of every Sprint, the technical quality of the product meets the criteria of shipping the product (but it doesn’t have to be shipped, for whatever reason, such as not having a shippable feature state). In Kanban flow, this state is reached at the end of every developed item.

This state means, for example:

Again, I’ll post an email response to question from an alumni. This post is also available on Futurice Blog.

The question:

I am working on an agile project and I don’t know when to incorporate prototyping.

TL;DR: Work smarter, not harder.

I have noticed that all systems have some natural capability for productivity, value delivery and quality. As the people in the system gain experience in the system, their performance will start reaching that systemic speed. Just like with a ship, this happens quite easily, but when the “hull speed”* is reached, the amount of effort / power to go faster dramatically increases, up to the point that a certain speed seems unsurmountable regardless of power expended. In systems, we can perceive this e.g. in overtime, which does not yield real benefit since the extra effort translates to more mistakes and other negative factors that detract from real progress.

I continually observe that also in the ball point game, where people psyche themselves to try harder, but they still get the same result.