Agile project management patterns

In my last article I used a home made leadership model to look leadership in a self-managed (agile) team. I then used this as a basis to look briefly at how project managers might help or hinder an agile team.

Here I take that concept a step further by looking at how people use project managers to support agile product management.

I will explore some typical PM “role patterns” and then give my opinion on whether each is a good thing (a pattern to consider copying) or a bad thing (an anti-pattern to avoid).

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Leadership and project management in a typical agile team

In my last article I claimed that you can have an agile project manager who ran agile projects.  But the projects I described did not involve “typical” agile teams.

So now I want to show that a project manager can work well with a typical agile team.

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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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