agile project manager

I am the project manager and in AgilePM or DSDM , which is a hybrid of all agile processes and methods, there is a clearly defined role for a PM.

We cannot be completely agile in our current project because there are some processes that must be done sequentially. therefore we follow a hybrid approach and quicken the pace where-ever possible. This is how we incorporated agile practices to run a Hybrid project .
We had an epic, which we broke down into user stories
We further broke down user stories into tasks
We then had two week iterations where we were tracking the progress of tasks to completion.
We included key documentation in each iteration and where a document was incomplete at the end of an iteration, we simply put it into the next iteration. Therefore we were flexible with the end date of documentation, as long as we were able to complete the tasks within the iteration.

Finally when the epic was ready for operational handover after the last iteration, we ensured that all related documentation was in a final version , signed off by the product owner.

We did Iteration Planning , Daily Stand ups, Iteration Review and Retrospective within Each iteration.

Yes i manage budgets, I do my weekly and monthly Steering committee reporting , But I also ensure that there are daily stand ups and iterations and there is a designated Product owner that I can approach for each epic.

You can still achieve the goals of the epic of producing a working product of value to the end user / customer after each iteration and you can still manage your project management and governance aspects by letting the dev team what it does best, develop software, while you concentrate on getting the project governance into shape

In my actual work place we are facing the same and I was in charge to implement end-to-end agile and I am in charge to follow the transformation. We have five diferent life cycles defined plus Scrum (which is a framework then we filled it up with tolls and techniques that best fit for our initiatives). The same person is assigned to more than initiative where they are using agile and non-agile based methods at the same time (take into account that agile is not about a method then we are using agile with waterfall life cycle). To add something more I have to create schedules for Scrum projects just because I did not convince corporate audit that is waste and it has no sense. So, if I have to say you something, the key is to clear understand the scope of work for each role. I know it could be obvious but if you live that situation you will understand why I am pointing it out. On the other side, in today days, if you do not say that you are agile you are considering uggly, bad, dirty and old fashion then it is normal that people claim to be agile, unfortunately.

Thanks Anca,

Trying to separate them has been my objective from the beginning ... I'm not getting a lot of support from management however, they want us to use both and report on both.
Really not a recipe for success.

I feel your pain Sergio ... the context is pretty much the same where I am.
Really not ideal.
For an agile transformation to be successful you need buy in from Senior management and the PM or else it's just not going to happen.

Welcome to hybrid agile, Joey! I'm not a fan of combining key roles beyond the simplest use cases because invariably one or more critical aspects of a role is lost in the attempt to keep all balls in the air.

It comes down to which one (or at most two) roles can you play which will provide greatest value to the product and the team. If you can identify that, then you can maybe identify someone else on the team (or better yet, they can volunteer!) to take on the other role(s).

Kiron