Scott TheusSenior Project Manager and Agilist| BWX TechnologiesEuclid, Oh, United States
Hi Anton,
Thanks, this is a good interview question...I've asked it in interviews!
First, I'd ask if their Agile projects are exclusively Agile and Waterfall projects exclusively Waterfall. I'd also want to know what Agile frameworks they use (Scrum, Kanban, DAD, etc.) Finally, if the two methodologies intersect at some point I would want to know where, if there is a specific stage gate where they switch from Waterfall to Scrum, and at what point they switch back.
That would give me enough information to frame my answer to the company's processes.
-Scott Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
I will say: first, waterfall is not a method. Waterfall is a life cycle process based in adaptative life cycle model and you can use it to create a method (is the right word, not the word methodology). Second, agile is an approach. With basement on that approach some methods and frameworks were created mainly to create software products. No matter that, you can use them for creating non software products. So, with that said, which agile based method for creating software products do you want I described in practical and theorical way?. Saving Changes...
If the organisation is serious about agile adoption then I would suggest they hire an agile coach rather than more PMs. In that situation I would coach teams to be self-starting and apply Scrum, Kanban and other practices. I would seek executive support for agile transformation, educate business stakeholders so that they can understand and use new ways of working and generally raise awareness throughout the organisation. Saving Changes...
Wade HarshmanScrum Master| GDITIndianapolis, In, United States
Remember that you're also interviewing them. You may get questions that reveal a organizational fondness for buzz words but no actual understanding of either project management or agility. I've been in such interviews. On one occasion, I even had the hiring manager get argumentative about how I should "do agile." It was clear that we were not a good match, so the most respectful thing to do was to end the interview.
I'd start by asking what their approach to being agile is as that will likely help you understand whether they "get it" or not.
Kiron Saving Changes...
Drew CraigSr. Agile & Product Coach| VanguardPhiladelphia, Pa, United States
I would want to understand more about the intent of the question. It could be a question to understand your depth of knowledge on recognizing opportunities to orchestrate the project as agile or traditional and your rationalization or approach to that decision.
Nowaday's, as PM's, we should broaden our toolbag outside the more traditional and be prepared to lead, adapt, or respond within an organization's direction. Saving Changes...
Senior Projects Manager | Field & Marten AssociatesNew Westminster, British Columbia, Canada
Anton
Agile is a mindset and an approach, not a methodology so if they started by stating it is a methodology then as Kiron mentioned, they probably don't get it.
I agree with Wade's point of view as well.
RK Saving Changes...
Deepesh RammoorthyICT Project Manager ( PMP®AgilePM®Certified ScrumMaster® (CSM®))| Australian Red Cross Blood ServiceTarneit, Vic, Australia
Doing Agile vs Being Agile ....two different things.
Agile ...the Big "A" is the framework and terminology and using Daily Scrum, Backlog grooming , Retrospectives , Ceremonies , Product Owners , Kanban Boards etc.
agile - the little "a" is all about the practice and the discipline . It's the business agility and support of the organisation to be lean, nimble, to fail fast , fail early and pivot .
The small "a" asks you :-
Do you adhere to your stand-up time frames - strict 15 minutes, people appoint delegates if absent, everyone comes on time
Do you ask the three vital questions and make sure you take anything that doesn't belong in the stand-up offline?
Do you address and clear blockers promptly?
Do you make sure that your WIP is not clogged with things that are unlikely within this sprint?
Did you take the top two-three items of the last retrospective and improve on them in the most recent sprint ?
Did you showcase your achievements ?
Did your sprint actually produce a potential shippable product?
Does the organisational culture let you assemble cross-discipline squads and tribes and provide the psychological safety to deliver the objectives of your project?
Is your product Owner committed to the delivery of the product objectives and really "owns" and prioritizes the backlog?
You can assess whether the company is a Big A or a small a based on some of these questions. Saving Changes...
Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
Feb 24, 2020 3:13 PM
Replying to Wade Harshman
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Remember that you're also interviewing them. You may get questions that reveal a organizational fondness for buzz words but no actual understanding of either project management or agility. I've been in such interviews. On one occasion, I even had the hiring manager get argumentative about how I should "do agile." It was clear that we were not a good match, so the most respectful thing to do was to end the interview.
I guess it wasn't an agile interview... Saving Changes...
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