September 28 & 29, 2020 | Virtual
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The answer is clearly yes. I did it by myself in my recent project. As PM your are involved in Release Planning and support the PO also in Product Backlog Refinement. One importtant part to play as PM acting as agile coach is to support the team to understand agile values, underlying reasons behind expected working behaviors etc. Still, there is a lot to do as "traditional PM" concering stakeholder management, risk management, communication management, cost/ Budget management, OCM. The key impact of the planning and cost/ benefit mindset is that you have to apply a lot of discipline and focus as you have to do it on both levels release and sprint on a continous basis.
- Significant breadth & depth of delivery experience as part of, leading & supporting teams
- Exceptional EQ and the ability to adopt the right stance to the needs of a given context
- Knowledge of multiple agile methods, patterns & anti-patterns
Planning as a discipline happens throughout the agile lifecycle, so that competency is necessary in all roles working on a product or project.
If a PM is working in an Agile environment then the PM should be an Agile coach as well.
As Kiron stated it is helpful to have knowledge in multiple Agile methods. To add to that I think knowledge of Lean and in particular Continous Improvement would be helpful. You don't necessarily need to adhere to any particular Agile method to be Agile. A strong sense of working to build the highest quality product you can build in a transparent environment where people are valued and work to make things better is what I believe is needed. Agile methods can help achieve that but are not a requirement. It can certainly be reached in other ways.
I see a lot of people with good selling skills jumping into the Agile train as coaches. With all due respect i believe that they are a sort of con artists.They sell something that they never used themselves.
In my opinion Agile is still a product/project delivery approach, the end goal is to satisfy the customer and make money in the process.
A good/experienced PM may not have the communication skills of a change manager or service desk person and it may be hard to share the responsibility for project deliver but I believe that delivery experience is the only way to estimate which Agile framework or practice may work in a given context.
And Might I add that you will never get a straightforward answer to your Finance Related questions as they apply to Agile . You have been very persistent no doubt trying to tie Finance to Agile :) and the current answer is that you still have to use traditional approaches to cost management even for Agile Projects and I hope some inventive genius on this website will someday be able to bring out something tailored to Agile :)
Most of the new Agile certified non-practitioners believe that money grows on trees and the PO has unlimited pots of gold.
Of course payments can be also done incremental and iterative :)
A project is defined by scope, time and budget. It doesn't matter how it is delivered, at the end of the day the PM is responsible for delivery and should have full authority to chose how it is done.
Probably 'Agile PM' means that the guy can manage only Agile projects, a PM is a PM period.
To a certain extent, it depends upon the ecosystem existing within the organization. In a matrix, PM often doubles up playing role of resource managers too, hence coaching & mentoring is an integral part of their day-to-day work.
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