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Re: [agile-usability] Linkedin Group on Agile and UX

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  • William Pietri
    ... This is a bit of a digression, but what does an Agile project manager do? None of the teams I ve worked with lately have one. They have a number of people
    Message 1 of 18 , Jan 5, 2010
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      On 01/05/2010 05:21 AM, mariusvandam wrote:
      > [...] it's a subgroup of the 'Agile Project Managers' group. [...]
      >

      This is a bit of a digression, but what does an Agile project manager do?

      None of the teams I've worked with lately have one. They have a number
      of people who used to be project managers, but now they have other
      roles. I figure people using this title must mean something other than
      what I'm imagining, so I'm curious what folks here see that role as meaning.

      William
    • Glennette Clark
      In my experience, an Agile project manager has duties similar to a SCRUM Master. Their role is to remove impediments from the team and keep the project moving
      Message 2 of 18 , Jan 5, 2010
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        In my experience, an Agile project manager has duties similar to a SCRUM Master. Their role is to remove impediments from the team and keep the project moving forward. No one reports to them, per se, but they act as the go to person when there is a problem or an issue that prevents them from completing their task during a sprint.

        I have played that role on several projects and I can say that you can not be a SCRUM master/??? on a project, it is a dedicated job function.

        Glennette

        On Tue, Jan 5, 2010 at 1:49 PM, William Pietri <william@...> wrote:
         

        On 01/05/2010 05:21 AM, mariusvandam wrote:
        > [...] it's a subgroup of the 'Agile Project Managers' group. [...]
        >

        This is a bit of a digression, but what does an Agile project manager do?

        None of the teams I've worked with lately have one. They have a number
        of people who used to be project managers, but now they have other
        roles. I figure people using this title must mean something other than
        what I'm imagining, so I'm curious what folks here see that role as meaning.

        William




        --
        Glennette Clark
        Lazy Smart Creative
        202-683-9508
        glennette@...
      • Jared Spool
        ... Apparently, they use LinkedIn. Jared
        Message 3 of 18 , Jan 5, 2010
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          On Jan 5, 2010, at 1:49 PM, William Pietri wrote:

          On 01/05/2010 05:21 AM, mariusvandam wrote:
          > [...] it's a subgroup of the 'Agile Project Managers' group. [...]
          > 

          This is a bit of a digression, but what does an Agile project manager do?

          Apparently, they use LinkedIn.

          Jared
        • Margaret Motamed
          And we use yahoogroups! Seriously, I am currently the scrum master for our division s agile transformation (enterprise transition) team. And I hope to become a
          Message 4 of 18 , Jan 5, 2010
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            And we use yahoogroups!

            Seriously, I am currently the scrum master for our division's agile transformation (enterprise transition) team. And I hope to become a product owner for one of the dev teams. I am also a program manager, a card carrying PMP and now CSM too smile. I have previously people managed a team of ux folk. We set up our company's first usability lab and trailblased personas. But none of it took the first time. So that's why I'm listening here. I've been a business analyst. A sw dev. A hardware engr. A research team member. Etc.

            Think of us useful team members who are generally resourceful. And enterprise wide there are still project details to manage too

            Margaret
            Fledgling blog www.agiledreamer.com
            Margaret


            From: agile-usability@yahoogroups.com <agile-usability@yahoogroups.com>
            To: agile-usability@yahoogroups.com <agile-usability@yahoogroups.com>
            Sent: Tue Jan 05 12:25:49 2010
            Subject: Re: [agile-usability] Linkedin Group on Agile and UX

             


            On Jan 5, 2010, at 1:49 PM, William Pietri wrote:

            On 01/05/2010 05:21 AM, mariusvandam wrote:
            > [...] it's a subgroup of the 'Agile Project Managers' group. [...]
            > 

            This is a bit of a digression, but what does an Agile project manager do?

            Apparently, they use LinkedIn.

            Jared



            Confidentiality notice: This message may contain confidential information. It is intended only for the person to whom it is addressed. If you are not that person, you should not use this message. We request that you notify us by replying to this message, and then delete all copies including any contained in your reply. Thank you.
          • Tim Wright
            In our organisation, Agile PMs are responsible for delivary of all in scope project outputs. This is different to a scrummaster who is responsible for
            Message 5 of 18 , Jan 5, 2010
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              In our organisation, Agile PMs are responsible for delivary of all "in scope" project outputs. This is different to a scrummaster who is responsible for effective functioning of the team (give or take a few sterotypes). Typically, tho, the PM is an outward facing role who is always talking to other PMs and stakeholders to clear the path for project success and the scrummaster helps the team follow the path.
              Tim
              On Wed, Jan 6, 2010 at 9:56 AM, Margaret Motamed <motamed@...> wrote:
               

              And we use yahoogroups!

              Seriously, I am currently the scrum master for our division's agile transformation (enterprise transition) team. And I hope to become a product owner for one of the dev teams. I am also a program manager, a card carrying PMP and now CSM too smile. I have previously people managed a team of ux folk. We set up our company's first usability lab and trailblased personas. But none of it took the first time. So that's why I'm listening here. I've been a business analyst. A sw dev. A hardware engr. A research team member. Etc.

              Think of us useful team members who are generally resourceful. And enterprise wide there are still project details to manage too

              Margaret
              Fledgling blog www.agiledreamer.com
              Margaret


              From: agile-usability@yahoogroups.com <agile-usability@yahoogroups.com>
              To: agile-usability@yahoogroups.com <agile-usability@yahoogroups.com>
              Sent: Tue Jan 05 12:25:49 2010
              Subject: Re: [agile-usability] Linkedin Group on Agile and UX

               


              On Jan 5, 2010, at 1:49 PM, William Pietri wrote:

              On 01/05/2010 05:21 AM, mariusvandam wrote:
              > [...] it's a subgroup of the 'Agile Project Managers' group. [...]
              > 

              This is a bit of a digression, but what does an Agile project manager do?

              Apparently, they use LinkedIn.

              Jared



              Confidentiality notice: This message may contain confidential information. It is intended only for the person to whom it is addressed. If you are not that person, you should not use this message. We request that you notify us by replying to this message, and then delete all copies including any contained in your reply. Thank you.


            • Ron Jeffries
              ... In name-brand Agile that would be the product owner or customer role, and it requires domain knowledge and responsibility more than project management
              Message 6 of 18 , Jan 5, 2010
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                Hello, Tim. On Tuesday, January 5, 2010, at 5:21:10 PM, you wrote:

                > In our organisation, Agile PMs are responsible for delivary of all "in
                > scope" project outputs. This is different to a scrummaster who is
                > responsible for effective functioning of the team (give or take a few
                > sterotypes). Typically, tho, the PM is an outward facing role who is always
                > talking to other PMs and stakeholders to clear the path for project success
                > and the scrummaster helps the team follow the path.

                In name-brand Agile that would be the product owner or customer
                role, and it requires domain knowledge and responsibility more than
                project management skill.

                Ron Jeffries
                www.XProgramming.com
                www.xprogramming.com/blog
                Fatalism is born of the fear of failure, for we all believe that we carry
                success in our own hands, and we suspect that our hands are weak. -- Conrad
              • chris chandler
                Tim, Could you be more specific about clearing the path for project success means? In my organization, where the PMs are mostly working in the waterfall way,
                Message 7 of 18 , Jan 5, 2010
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                  Tim,

                  Could you be more specific about "clearing the path for project success" means?

                  In my organization, where the PMs are mostly working in the waterfall way, they handle project resourcing (we are an highly projectized internal agency and each team member bills their time by the hour... which is it's own kettle of fish...), so making sure the teams have who they need when they need them and resolving resource conflicts between different teams/projects is one "clearing the way" task PMs perform (again, specifically waterfall talk here).

                  Since we do hourly billing, the PMs are also responsible for budgeting and accounting. They give regular financial reports to management about how the projects are "burning" against planned budgets.

                  Both of these activities also feed into long range resource and budge forecasting.

                  I'm not sure who on the "team" would take on these responsibilities in the Agile world.

                  -cc



                  On Tue, Jan 5, 2010 at 2:21 PM, Tim Wright <sambo.shacklock@...> wrote:
                   

                   
                  In our organisation, Agile PMs are responsible for delivary of all "in scope" project outputs. This is different to a scrummaster who is responsible for effective functioning of the team (give or take a few sterotypes). Typically, tho, the PM is an outward facing role who is always talking to other PMs and stakeholders to clear the path for project success and the scrummaster helps the team follow the path.
                  Tim
                  On Wed, Jan 6, 2010 at 9:56 AM, Margaret Motamed <motamed@...> wrote:
                   

                  And we use yahoogroups!

                  Seriously, I am currently the scrum master for our division's agile transformation (enterprise transition) team. And I hope to become a product owner for one of the dev teams. I am also a program manager, a card carrying PMP and now CSM too smile. I have previously people managed a team of ux folk. We set up our company's first usability lab and trailblased personas. But none of it took the first time. So that's why I'm listening here. I've been a business analyst. A sw dev. A hardware engr. A research team member. Etc.

                  Think of us useful team members who are generally resourceful. And enterprise wide there are still project details to manage too

                  Margaret
                  Fledgling blog www.agiledreamer.com
                  Margaret


                  From: agile-usability@yahoogroups.com <agile-usability@yahoogroups.com>
                  To: agile-usability@yahoogroups.com <agile-usability@yahoogroups.com>
                  Sent: Tue Jan 05 12:25:49 2010
                  Subject: Re: [agile-usability] Linkedin Group on Agile and UX

                   


                  On Jan 5, 2010, at 1:49 PM, William Pietri wrote:

                  On 01/05/2010 05:21 AM, mariusvandam wrote:
                  > [...] it's a subgroup of the 'Agile Project Managers' group. [...]
                  > 

                  This is a bit of a digression, but what does an Agile project manager do?

                  Apparently, they use LinkedIn.

                  Jared



                  Confidentiality notice: This message may contain confidential information. It is intended only for the person to whom it is addressed. If you are not that person, you should not use this message. We request that you notify us by replying to this message, and then delete all copies including any contained in your reply. Thank you.



                • Tim Wright
                  IT s a slightly different setup than that. The Agile PM has two teams that report to him (either through secondment from business or as their managers - we
                  Message 8 of 18 , Jan 5, 2010
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                    IT's a slightly different setup than that. The Agile PM has two teams that report to him (either through secondment from business or as their managers - we don't do the matrix resourcing anymore). One is the development team and the other is the business experts team. The business experts act more like a customer or product owner.
                     
                    The project is measured (and the PM rewarded) by how well the project meets several "success sliders" and removes roadblocks that hinder the team achieving those measures - as well as identifying external (to the project) things that might impact the team.
                    The sliders are:
                     
                    ¨ Objectives;
                    ¨ Stakeholder satisfaction;
                    ¨ Budget;
                    ¨ Deadline;
                    ¨ Added Value;
                    ¨ Quality; and
                    ¨ Team satisfaction.
                     
                     
                    A short intro is here:
                     

                    Essentially, we're following Rod Tomsett's "Radical Project Management" that he later renamed "Agile Project Management".
                     
                     
                    I should also mention that my organisation is currently restructing all project delivary around these lines - quite a move away from waterfall!

                    Tim
                     
                    On Wed, Jan 6, 2010 at 11:53 AM, Ron Jeffries <ronjeffries@...> wrote:
                     

                    Hello, Tim. On Tuesday, January 5, 2010, at 5:21:10 PM, you wrote:

                    > In our organisation, Agile PMs are responsible for delivary of all "in
                    > scope" project outputs. This is different to a scrummaster who is
                    > responsible for effective functioning of the team (give or take a few
                    > sterotypes). Typically, tho, the PM is an outward facing role who is always
                    > talking to other PMs and stakeholders to clear the path for project success
                    > and the scrummaster helps the team follow the path.

                    In name-brand Agile that would be the product owner or customer
                    role, and it requires domain knowledge and responsibility more than
                    project management skill.

                    Ron Jeffries
                    www.XProgramming.com
                    www.xprogramming.com/blog
                    Fatalism is born of the fear of failure, for we all believe that we carry
                    success in our own hands, and we suspect that our hands are weak. -- Conrad


                  • William Pietri
                    ... Interesting. I m still a little unclear on what that person actually does. You mentioned previously that the project manager is responsible for delivery,
                    Message 9 of 18 , Jan 5, 2010
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                      On 01/05/2010 06:20 PM, Tim Wright wrote:
                      IT's a slightly different setup than that. The Agile PM has two teams that report to him (either through secondment from business or as their managers - we don't do the matrix resourcing anymore). One is the development team and the other is the business experts team. The business experts act more like a customer or product owner.
                       
                      The project is measured (and the PM rewarded) by how well the project meets several "success sliders" and removes roadblocks that hinder the team achieving those measures - as well as identifying external (to the project) things that might impact the team.

                      Interesting. I'm still a little unclear on what that person actually does. You mentioned previously that the project manager is responsible for delivery, but in the fully Agile shops I'm familiar with, it's the team that is responsible.

                      Just so I can understand their function better, what would happen if you didn't have the project manager? If you just had all of those people working as one team with common goals?

                      William
                    • Tim Wright
                      To quote from http://www.bigvisible.com/gschlitz/passive-conduit/ (because Im tired after work :) I believe that one of the simplest and most effective things
                      Message 10 of 18 , Jan 5, 2010
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                        To quote from http://www.bigvisible.com/gschlitz/passive-conduit/ (because Im tired after work :)

                        "I believe that one of the simplest and most effective things an Agile project manager can do is, ironically, nothing!

                        "Well, not really nothing. But none of the things mentioned above. The Agile PM should be a conduit of information, a “passive conduit” as Thomsett describes nicely in his excellent book. Instead of solving problems, focus on getting problems to the right people. For every challenge, risk and issue arises, spend your time communicating to those who need to know, those who are empowered and able to solve the challenge or issue, or who are affected by the risk."

                        Tim

                        On Wed, Jan 6, 2010 at 3:28 PM, William Pietri <william@...> wrote:
                         

                        On 01/05/2010 06:20 PM, Tim Wright wrote:
                        IT's a slightly different setup than that. The Agile PM has two teams that report to him (either through secondment from business or as their managers - we don't do the matrix resourcing anymore). One is the development team and the other is the business experts team. The business experts act more like a customer or product owner.
                         
                        The project is measured (and the PM rewarded) by how well the project meets several "success sliders" and removes roadblocks that hinder the team achieving those measures - as well as identifying external (to the project) things that might impact the team.

                        Interesting. I'm still a little unclear on what that person actually does. You mentioned previously that the project manager is responsible for delivery, but in the fully Agile shops I'm familiar with, it's the team that is responsible.

                        Just so I can understand their function better, what would happen if you didn't have the project manager? If you just had all of those people working as one team with common goals?

                        William

                      • Glennette Clark
                        Essentially, another name for a SCRUM master. Glennette ... -- Glennette Clark Lazy Smart Creative 202-683-9508 glennette@lazysmart.com UXCamp DC - Jan. 23,
                        Message 11 of 18 , Jan 5, 2010
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                          Essentially, another name for a SCRUM master.

                          Glennette

                          On 1/5/10, Tim Wright <sambo.shacklock@...> wrote:
                          > To quote from http://www.bigvisible.com/gschlitz/passive-conduit/ (because
                          > Im tired after work :)
                          >
                          > "I believe that one of the simplest and most effective things an Agile
                          > project manager can do is, ironically, nothing!
                          >
                          > "Well, not really *nothing*. But none of the things mentioned above. The
                          > Agile PM should be a conduit of information, a “passive conduit” as Thomsett
                          > describes nicely in his excellent book. Instead of solving problems, focus
                          > on getting problems to the right people. For every challenge, risk and issue
                          > arises, spend your time communicating to those who need to know, those who
                          > are empowered and able to solve the challenge or issue, or who are affected
                          > by the risk."
                          >
                          > Tim
                          >
                          > On Wed, Jan 6, 2010 at 3:28 PM, William Pietri <william@...> wrote:
                          >
                          >>
                          >>
                          >> On 01/05/2010 06:20 PM, Tim Wright wrote:
                          >>
                          >> IT's a slightly different setup than that. The Agile PM has two teams that
                          >> report to him (either through secondment from business or as their
                          >> managers
                          >> - we don't do the matrix resourcing anymore). One is the development team
                          >> and the other is the business experts team. The business experts act more
                          >> like a customer or product owner.
                          >>
                          >> The project is measured (and the PM rewarded) by how well the project
                          >> meets
                          >> several "success sliders" and removes roadblocks that hinder the team
                          >> achieving those measures - as well as identifying external (to the
                          >> project)
                          >> things that might impact the team.
                          >>
                          >>
                          >> Interesting. I'm still a little unclear on what that person actually does.
                          >> You mentioned previously that the project manager is responsible for
                          >> delivery, but in the fully Agile shops I'm familiar with, it's the team
                          >> that
                          >> is responsible.
                          >>
                          >> Just so I can understand their function better, what would happen if you
                          >> didn't have the project manager? If you just had all of those people
                          >> working
                          >> as one team with common goals?
                          >>
                          >> William
                          >>
                          >>
                          >


                          --
                          Glennette Clark
                          Lazy Smart Creative
                          202-683-9508
                          glennette@...

                          UXCamp DC - Jan. 23, 2010 - http://uxbarcampdc.eventbrite.com
                        • Marius van Dam
                          They certainly do use LinkedIn: the group grew from 2 to 33 members in a few hours. My 2 cents on Agile Project Managers : I m a PM myself but essentially the
                          Message 12 of 18 , Jan 6, 2010
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                            They certainly do use LinkedIn: the group grew from 2 to 33 members in a few hours.

                            My 2 cents on 'Agile Project Managers':

                            I'm a PM myself but essentially the PM model and the Agile model are different worlds. They are not necessarily incompatible though. A large project for a new online photo printing service could very well be managed using Prince2 (or similar) where different teams report to the project manager. The development of the supporting web app could be done using Scrum. While the set up of the photo printing facility is managed in a more traditional waterfall manner.

                            Of course there is also another way by using the Scrum of Scrum, but I wonder if Scrum if fit for setting up a photo printing facility. 

                            Anyhow in an Agile environment the traditional PM will have to adapt hence the term 'Agile Project Management/Manager'. (not sure if anyone has this on his business card though)

                            Regards,

                            Marius van Dam

                            YouAreHere, weblog on UX+Agile - http://www.youarehere.nl

                            2010/1/5 Jared Spool <jspool@...>
                             


                            On Jan 5, 2010, at 1:49 PM, William Pietri wrote:

                            On 01/05/2010 05:21 AM, mariusvandam wrote:
                            > [...] it's a subgroup of the 'Agile Project Managers' group. [...]
                            > 

                            This is a bit of a digression, but what does an Agile project manager do?

                            Apparently, they use LinkedIn.

                            Jared




                            --
                            Met vriendelijke groet,

                            Marius van Dam
                            ---
                            mariusvandam@...
                          • William Pietri
                            Heh. I was going to say it sounds like what all agile team members should be doing, as well as any manager in an agile organization. I guess the actual
                            Message 13 of 18 , Jan 6, 2010
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                              Heh. I was going to say it sounds like what all agile team members
                              should be doing, as well as any manager in an agile organization.

                              I guess the actual function of an agile project manager will have to
                              remain a mystery to me for now, but my very tentative assumption is that
                              it has something to do with bridging the gaps that appear in
                              organizations that are more agile in some spots than others. Which is
                              what you'd expect to find in larger or older organizations attempting
                              transitions.

                              Thanks for indulging the digression.

                              William

                              On 01/05/2010 08:56 PM, Glennette Clark wrote:
                              > Essentially, another name for a SCRUM master.
                              >
                              > Glennette
                              >
                              > On 1/5/10, Tim Wright<sambo.shacklock@...> wrote:
                              >
                              >> To quote from http://www.bigvisible.com/gschlitz/passive-conduit/ (because
                              >> Im tired after work :)
                              >>
                              >> "I believe that one of the simplest and most effective things an Agile
                              >> project manager can do is, ironically, nothing!
                              >>
                              >> "Well, not really *nothing*. But none of the things mentioned above. The
                              >> Agile PM should be a conduit of information, a “passive conduit” as Thomsett
                              >> describes nicely in his excellent book. Instead of solving problems, focus
                              >> on getting problems to the right people. For every challenge, risk and issue
                              >> arises, spend your time communicating to those who need to know, those who
                              >> are empowered and able to solve the challenge or issue, or who are affected
                              >> by the risk."
                              >>
                              >> Tim
                              >>
                              >> On Wed, Jan 6, 2010 at 3:28 PM, William Pietri<william@...> wrote:
                              >>
                              >>
                              >>>
                              >>> On 01/05/2010 06:20 PM, Tim Wright wrote:
                              >>>
                              >>> IT's a slightly different setup than that. The Agile PM has two teams that
                              >>> report to him (either through secondment from business or as their
                              >>> managers
                              >>> - we don't do the matrix resourcing anymore). One is the development team
                              >>> and the other is the business experts team. The business experts act more
                              >>> like a customer or product owner.
                              >>>
                              >>> The project is measured (and the PM rewarded) by how well the project
                              >>> meets
                              >>> several "success sliders" and removes roadblocks that hinder the team
                              >>> achieving those measures - as well as identifying external (to the
                              >>> project)
                              >>> things that might impact the team.
                              >>>
                              >>>
                              >>> Interesting. I'm still a little unclear on what that person actually does.
                              >>> You mentioned previously that the project manager is responsible for
                              >>> delivery, but in the fully Agile shops I'm familiar with, it's the team
                              >>> that
                              >>> is responsible.
                              >>>
                              >>> Just so I can understand their function better, what would happen if you
                              >>> didn't have the project manager? If you just had all of those people
                              >>> working
                              >>> as one team with common goals?
                              >>>
                              >>> William
                              >>>
                              >>>
                              >>>
                              >>
                              >
                              >
                            • Craig Davidson
                              What do you call the SCRUM master when you are not doing SCRUM? ;-) 2010/1/6 Glennette Clark ... What do you call the SCRUM master when
                              Message 14 of 18 , Jan 7, 2010
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                                What do you call the SCRUM master when you are not doing SCRUM? ;-)

                                2010/1/6 Glennette Clark <glennette@...>
                                Essentially, another name for a SCRUM master.

                                Glennette

                                On 1/5/10, Tim Wright <sambo.shacklock@...> wrote:
                                > To quote from http://www.bigvisible.com/gschlitz/passive-conduit/ (because
                                > Im tired after work :)
                                >
                                > "I believe that one of the simplest and most effective things an Agile
                                > project manager can do is, ironically, nothing!
                                >
                                > "Well, not really *nothing*. But none of the things mentioned above. The
                                > Agile PM should be a conduit of information, a “passive conduit” as Thomsett
                                > describes nicely in his excellent book. Instead of solving problems, focus
                                > on getting problems to the right people. For every challenge, risk and issue
                                > arises, spend your time communicating to those who need to know, those who
                                > are empowered and able to solve the challenge or issue, or who are affected
                                > by the risk."
                                >
                                > Tim
                                >
                                > On Wed, Jan 6, 2010 at 3:28 PM, William Pietri <william@...> wrote:
                                >
                                >>
                                >>
                                >> On 01/05/2010 06:20 PM, Tim Wright wrote:
                                >>
                                >> IT's a slightly different setup than that. The Agile PM has two teams that
                                >> report to him (either through secondment from business or as their
                                >> managers
                                >> - we don't do the matrix resourcing anymore). One is the development team
                                >> and the other is the business experts team. The business experts act more
                                >> like a customer or product owner.
                                >>
                                >> The project is measured (and the PM rewarded) by how well the project
                                >> meets
                                >> several "success sliders" and removes roadblocks that hinder the team
                                >> achieving those measures - as well as identifying external (to the
                                >> project)
                                >> things that might impact the team.
                                >>
                                >>
                                >> Interesting. I'm still a little unclear on what that person actually does.
                                >> You mentioned previously that the project manager is responsible for
                                >> delivery, but in the fully Agile shops I'm familiar with, it's the team
                                >> that
                                >> is responsible.
                                >>
                                >> Just so I can understand their function better, what would happen if you
                                >> didn't have the project manager? If you just had all of those people
                                >> working
                                >> as one team with common goals?
                                >>
                                >> William
                                >>
                                >>
                                >


                                --
                                Glennette Clark
                                Lazy Smart Creative
                                202-683-9508
                                glennette@...

                                UXCamp DC - Jan. 23, 2010 - http://uxbarcampdc.eventbrite.com


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                              • Anders Ramsay
                                What you call yourself is usually only important if you don t know what you re doing. If you know what you re doing and/or are upfront about not knowing, that
                                Message 15 of 18 , Jan 7, 2010
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                                  What you call yourself is usually only important if you don't know what you're  doing. If you know what you're doing and/or are upfront about not knowing, that will speak louder than any titles you might give yourself. The people who are managing the project are the project managers, meaning someone else may very well have that title but isn't actually managing (or shepherding, facilitating, whatever) much of anything.  

                                  Oh, and it's Scrum, not SCRUM (It's not an abbreviation.)

                                  -Anders

                                  Sent from my iPhone

                                  On Jan 7, 2010, at 6:38 AM, Craig Davidson <craigmdavidson@...> wrote:

                                   

                                  What do you call the SCRUM master when you are not doing SCRUM? ;-)

                                  2010/1/6 Glennette Clark <glennette@gmail. com>
                                  Essentially, another name for a SCRUM master.

                                  Glennette

                                  On 1/5/10, Tim Wright <sambo.shacklock@gmail.com> wrote:
                                  > To quote from http://www.bigvisib le.com/gschlitz/ passive-conduit/ (because
                                  > Im tired after work :)
                                  >
                                  > "I believe that one of the simplest and most effective things an Agile
                                  > project manager can do is, ironically, nothing!
                                  >
                                  > "Well, not really *nothing*. But none of the things mentioned above. The
                                  > Agile PM should be a conduit of information, a “passive conduit” as Thomsett
                                  > describes nicely in his excellent book. Instead of solving problems, focus
                                  > on getting problems to the right people. For every challenge, risk and issue
                                  > arises, spend your time communicating to those who need to know, those who
                                  > are empowered and able to solve the challenge or issue, or who are affected
                                  > by the risk."
                                  >
                                  > Tim
                                  >
                                  > On Wed, Jan 6, 2010 at 3:28 PM, William Pietri <william@scissor. com> wrote:
                                  >
                                  >>
                                  >>
                                  >> On 01/05/2010 06:20 PM, Tim Wright wrote:
                                  >>
                                  >> IT's a slightly different setup than that. The Agile PM has two teams that
                                  >> report to him (either through secondment from business or as their
                                  >> managers
                                  >> - we don't do the matrix resourcing anymore). One is the development team
                                  >> and the other is the business experts team. The business experts act more
                                  >> like a customer or product owner.
                                  >>
                                  >> The project is measured (and the PM rewarded) by how well the project
                                  >> meets
                                  >> several "success sliders" and removes roadblocks that hinder the team
                                  >> achieving those measures - as well as identifying external (to the
                                  >> project)
                                  >> things that might impact the team.
                                  >>
                                  >>
                                  >> Interesting. I'm still a little unclear on what that person actually does.
                                  >> You mentioned previously that the project manager is responsible for
                                  >> delivery, but in the fully Agile shops I'm familiar with, it's the team
                                  >> that
                                  >> is responsible.
                                  >>
                                  >> Just so I can understand their function better, what would happen if you
                                  >> didn't have the project manager? If you just had all of those people
                                  >> working
                                  >> as one team with common goals?
                                  >>
                                  >> William
                                  >>
                                  >>
                                  >


                                  --
                                  Glennette Clark
                                  Lazy Smart Creative
                                  202-683-9508
                                  glennette@lazysmart .com

                                  UXCamp DC - Jan. 23, 2010 - http://uxbarcampdc. eventbrite. com


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                                • Glennette Clark
                                  I suspect that you could call yourself an Agile project manager. I don t think that the duties, per se, are all that different it is just a matter of which
                                  Message 16 of 18 , Jan 7, 2010
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                                    I suspect that you could call yourself an Agile project manager. I don't think that the duties, per se, are all that different it is just a matter of which agile methodology you choose to follow. Because I was trained as a SCRUM Master, that is what I called myself. I had another colleague who was not specifically trained in SCRUM who just referred to herself as a project manager. 

                                    In my opinion, it is a matter of semantics and agile methodology.

                                    Glennette

                                    On Thu, Jan 7, 2010 at 4:37 PM, Anders Ramsay <andersr@...> wrote:
                                     

                                    What you call yourself is usually only important if you don't know what you're  doing. If you know what you're doing and/or are upfront about not knowing, that will speak louder than any titles you might give yourself. The people who are managing the project are the project managers, meaning someone else may very well have that title but isn't actually managing (or shepherding, facilitating, whatever) much of anything.  

                                    Oh, and it's Scrum, not SCRUM (It's not an abbreviation.)

                                    -Anders

                                    Sent from my iPhone

                                    On Jan 7, 2010, at 6:38 AM, Craig Davidson <craigmdavidson@...> wrote:

                                     

                                    What do you call the SCRUM master when you are not doing SCRUM? ;-)

                                    2010/1/6 Glennette Clark <glennette@...>
                                    Essentially, another name for a SCRUM master.

                                    Glennette

                                    On 1/5/10, Tim Wright <sambo.shacklock@gmail.com> wrote:
                                    > To quote from http://www.bigvisible.com/gschlitz/passive-conduit/ (because
                                    > Im tired after work :)
                                    >
                                    > "I believe that one of the simplest and most effective things an Agile
                                    > project manager can do is, ironically, nothing!
                                    >
                                    > "Well, not really *nothing*. But none of the things mentioned above. The
                                    > Agile PM should be a conduit of information, a “passive conduit” as Thomsett
                                    > describes nicely in his excellent book. Instead of solving problems, focus
                                    > on getting problems to the right people. For every challenge, risk and issue
                                    > arises, spend your time communicating to those who need to know, those who
                                    > are empowered and able to solve the challenge or issue, or who are affected
                                    > by the risk."
                                    >
                                    > Tim
                                    >
                                    > On Wed, Jan 6, 2010 at 3:28 PM, William Pietri <william@...> wrote:
                                    >
                                    >>
                                    >>
                                    >> On 01/05/2010 06:20 PM, Tim Wright wrote:
                                    >>
                                    >> IT's a slightly different setup than that. The Agile PM has two teams that
                                    >> report to him (either through secondment from business or as their
                                    >> managers
                                    >> - we don't do the matrix resourcing anymore). One is the development team
                                    >> and the other is the business experts team. The business experts act more
                                    >> like a customer or product owner.
                                    >>
                                    >> The project is measured (and the PM rewarded) by how well the project
                                    >> meets
                                    >> several "success sliders" and removes roadblocks that hinder the team
                                    >> achieving those measures - as well as identifying external (to the
                                    >> project)
                                    >> things that might impact the team.
                                    >>
                                    >>
                                    >> Interesting. I'm still a little unclear on what that person actually does.
                                    >> You mentioned previously that the project manager is responsible for
                                    >> delivery, but in the fully Agile shops I'm familiar with, it's the team
                                    >> that
                                    >> is responsible.
                                    >>
                                    >> Just so I can understand their function better, what would happen if you
                                    >> didn't have the project manager? If you just had all of those people
                                    >> working
                                    >> as one team with common goals?
                                    >>
                                    >> William
                                    >>
                                    >>
                                    >


                                    --
                                    Glennette Clark
                                    Lazy Smart Creative
                                    202-683-9508
                                    glennette@...

                                    UXCamp DC - Jan. 23, 2010 - http://uxbarcampdc.eventbrite.com


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                                    --
                                    Glennette Clark
                                    Lazy Smart Creative
                                    202-683-9508
                                    glennette@...

                                    UXCamp DC - Jan. 23, 2010 - http://uxbarcampdc.eventbrite.com
                                  • Jared Spool
                                    ... Bored?
                                    Message 17 of 18 , Jan 7, 2010
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                                      On Jan 7, 2010, at 6:38 AM, Craig Davidson wrote:

                                      What do you call the SCRUM master when you are not doing SCRUM? ;-)

                                      Bored?
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