True confessions. I was an agile project manager

I was once an agile project manager.  In fact I did it more than once.

If that is not shocking enough then maybe I should also confess that I have coached, trained and enabled others to be agile project managers.

In this article I will share my experience of being an agile PM without a real product owner or team facilitator (scrum master, kanban commander, iteration manager etc).  I think it worked out well, but I will let you be the judge.

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The problem with project managers and product based thinking

Once upon a time I used to run projects.

To be honest I am probably a better BA than a PM, but I have run quite a few projects and my projects always seemed to come through OK.

So when I encountered agile projects with product owners on them, I was pretty relaxed.

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What does an agile coach actually do – is it really that simple?

In my last article, I explained what I think agile coaches do in practice. But I did not reveal some of the complications and messy bits that get in the way of adopting the model in any sensible way.

So in this article I will explore some of the complexities and messy bits.

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How we defined the problem in our workshop, plus a plan on a page

I ran a mini workshop as part of a training course   I didn’t really follow the course notes in this exercise so we did not have any standard material to refer back to.

People took notes and photos as we went, but I promised to publish a generic version of what we did.  So here it is.

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