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.
Continue reading “Leadership and project management in a typical agile team”
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.
Continue reading “True confessions. I was an agile project manager”
I have been struggling with how to improve our development team output lately. We have managed to get 20% to 40% faster with better quality over the last couple of quarters so I am pretty happy with that. We have flip-flopper (er experimented) with better requirements and modeling before a sprint or lighter up-front requirements with more time for collaboration and “OODA Cycles” within a sprint. I asked the team what which we should do more of next, now that we have experience with different approaches that work for us. This is what one of our scrum masters came back … Continue reading Which is more important: clear requirements at the start or good collaboration?
Some people believe that if you are evil then you have no values and that you will be good at office politics, but that if you are good then you will have strong values and be really bad at office politics.
I believe that regardless of whether you are good or evil, you will be really stressed if you do not know your values and you will be really bad at office politics if you do not understand and manage your personal brand.
Continue reading “The dark art of politics – do you need values or a brand to win battles?”
Apparently office politics is a horrible thing that other people do.
But many of the emerging IT leaders I speak to get told they need to be better at “soft skills” and “influencing at a senior level”. What this often means is get good a politics.
Sadly a lot of office politics seems to involve people playing games to get their own way at the expense of everyone else. This skill can be learned and might seem useful, but it is not what I am going to talk about here. I am going to talk about “how do the good guys get the right outcomes when people have competing interests or needs and some people seem like knob-heads”.
Continue reading “The dark art of office politics for IT leaders (part one – why is it stressful?)”
Niccolò Machiavelli is famous for saying things like:
“At this point one may note that men must be either pampered or annihilated. They avenge light offenses; they cannot avenge severe ones; hence, the harm one does to a man must be such as to obviate any fear of revenge”
I will let you be the judge of whether that is good advice for project managers, but he is certainly a source of inspiration if you want to set up your own crime gang or evil crew of super-heroes.
However, I do think some of the things that Machiavelli commented on are useful in modern projects.
One of his lesser know observations was on the difference between “Dukes and Courtiers”.
- Each Prince, Machiavelli noted, is likely to have a bunch of Dukes and Courtiers reporting to him and these two roles are distinctly different.
- Dukes run their own mini-fiefdom on behalf of the prince. They make many day-to-day decisions and are in most ways mini-princes. In fact the duke will do well if he (or she I guess these days) sends in lots of taxes to the prince and generally maintains good order (and its probably best not to rebel or attack the Prince).
- Courtiers hang out in the palace and join committees and according to the movies I have seen, they chat girls up and indulge in lots of politics. But they also provide direct advice to the prince and also work with him to run the complex day to day matters of the kingdom or principality. As far as I can tell they should be (less evil) versions or the characters in the TV series “The Tudors”.
So Machiavelli is probably a good source of inspiration for period pieces, but how does it apply to going live with an agile project?
Continue reading “Going live on agile projects – where is Machiavelli when you need him?”
In the past I have used some pretty dodgy approaches to defining risks in a project, from formal approaches like fault tree analysis through to informal approaches like “the evil genius” and “an international standard for being scared“.
So this article is not really a new one. It is more a combination of evil geniuses and international standards for being scared. But I think this workshop should work well when starting any project and particularly small projects with a simple project charter.
Continue reading “A prophets of doom workshop”