In a project following the hybrid development lifecycle, where certain phases are carried out using traditional approach while other using agile, how are the project roles usually structured? Does the Project Manager take over Agile coach/Scrum Master responsibilities to help with the phases using agile development or is it the other way round?
I know it can be subjective and dependent on the project context in the sense: if more work (phases) is carried using agile approach, it might make sense to have an Agile coach or Scrum Master take a broader role instead of a dedicated project manager. However, on the flip side, asking the same person to perform roles with conflicting way of working (traditional with more control while agile with more of supportive coach) may result in unfavorable results or ineffective leadership.
What is the general recommendation that has worked in real world?
What do you mean by a hybrid development lifecycle? Based on my response to the earlier question about this, there are many patterns for hybrid delivery so you'll need to provide more details about what is done in a traditional manner and what is done in an agile manner.
Kiron
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1 reply by Mohit Joshi
Mar 23, 2021 6:43 PM
Mohit Joshi
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Hi Kiron,
My question is more on the generic side. In projects where there is a mix of development approaches for delivery, how are the roles structured, mainly for managing the project?
Do you mean depending on which phase is being done in traditional or agile manner, the role of a project manager or agile coach/facilitator might differ? Is it very specific to that factor?
What do you mean by a hybrid development lifecycle? Based on my response to the earlier question about this, there are many patterns for hybrid delivery so you'll need to provide more details about what is done in a traditional manner and what is done in an agile manner.
Kiron
Hi Kiron,
My question is more on the generic side. In projects where there is a mix of development approaches for delivery, how are the roles structured, mainly for managing the project?
Do you mean depending on which phase is being done in traditional or agile manner, the role of a project manager or agile coach/facilitator might differ? Is it very specific to that factor?
Thanks.
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1 reply by Kiron Bondale
Mar 24, 2021 7:33 AM
Kiron Bondale
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Mohit -
Roles are based on the desired outcomes, scale of the project, delivery approach and organization standards.
For example, the roles needed for a "team of teams" project is very different than that for a single small team.
It is certainly related to the scale of the project and the length/nature of the phases.
If you have a lot of moving pieces that need to be tightly integrated, at each design iteration adding functionality or removing bugs, there may be new discoveries that have a cascading impact on the project. For example, a fix is going to take weeks or months, and it must be integrated with changes from multiple other sub-teams, and that requires adjusting multiple schedules across the value stream to maintain an integrated plan. The PM can be fully engaged working on the overall project integration while the sub-teams are focused on specific aspects. There is no bandwidth to switch between roles.
On the other hand, there are projects and phases where the PM workload may drop off significantly on the overall project level integration and management. The overall plan isn't changing much, but the detail level plans may be very fluid. Then the PM may transition into a more detail oriented position where their skills are more needed.
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1 reply by Mohit Joshi
Mar 23, 2021 8:41 PM
Mohit Joshi
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Thanks Keith. Helpful information !! So depending on the complexity of the project and magnitude (plus frequency) of changes expected throughout the execution, the role of a PM or Scrum Master (agile facilitator) may be full-time or shared.
It is certainly related to the scale of the project and the length/nature of the phases.
If you have a lot of moving pieces that need to be tightly integrated, at each design iteration adding functionality or removing bugs, there may be new discoveries that have a cascading impact on the project. For example, a fix is going to take weeks or months, and it must be integrated with changes from multiple other sub-teams, and that requires adjusting multiple schedules across the value stream to maintain an integrated plan. The PM can be fully engaged working on the overall project integration while the sub-teams are focused on specific aspects. There is no bandwidth to switch between roles.
On the other hand, there are projects and phases where the PM workload may drop off significantly on the overall project level integration and management. The overall plan isn't changing much, but the detail level plans may be very fluid. Then the PM may transition into a more detail oriented position where their skills are more needed.
Thanks Keith. Helpful information !! So depending on the complexity of the project and magnitude (plus frequency) of changes expected throughout the execution, the role of a PM or Scrum Master (agile facilitator) may be full-time or shared.
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1 reply by Keith Novak
Mar 23, 2021 9:48 PM
Keith Novak
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I would say that's a good summary, but timing of the high change periods is also important.
It's a bit like a PM working two or more projects at a time. If one is slow while the other is busy, switching your emphasis can be a good way to keep your workload relatively stable. If both are busy, you could do a poor job of both.
PMs often come from a technical background and enjoy working closer to the product so the knowledge to work both roles may not be an issue. I sometimes regret however that when things get very busy, I have to hand off the fun technical work I was managing so I can pull back and focus on the bigger picture.
Thanks Keith. Helpful information !! So depending on the complexity of the project and magnitude (plus frequency) of changes expected throughout the execution, the role of a PM or Scrum Master (agile facilitator) may be full-time or shared.
I would say that's a good summary, but timing of the high change periods is also important.
It's a bit like a PM working two or more projects at a time. If one is slow while the other is busy, switching your emphasis can be a good way to keep your workload relatively stable. If both are busy, you could do a poor job of both.
PMs often come from a technical background and enjoy working closer to the product so the knowledge to work both roles may not be an issue. I sometimes regret however that when things get very busy, I have to hand off the fun technical work I was managing so I can pull back and focus on the bigger picture. Saving Changes...
My question is more on the generic side. In projects where there is a mix of development approaches for delivery, how are the roles structured, mainly for managing the project?
Do you mean depending on which phase is being done in traditional or agile manner, the role of a project manager or agile coach/facilitator might differ? Is it very specific to that factor?
Thanks.
Mohit -
Roles are based on the desired outcomes, scale of the project, delivery approach and organization standards.
For example, the roles needed for a "team of teams" project is very different than that for a single small team.
Kiron
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1 reply by Mohit Joshi
Mar 24, 2021 3:48 PM
Mohit Joshi
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Thanks Kiron. Maybe I didn't do a good job in framing my question. I was more interested to know if a project is following hybrid lifecycle (predictive + adaptive), how would the role of a PM adapt to that?
I did get some good insights on this discussion forum. Plus found some helpful information in the agile practice guide.
Thank you.
Saving Changes...
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First of all, to understand the roles. Project Manager and Scrum Master are totally different roles then there is no collision between them. Second, who are accountable for the process to create the solution (the project)? if the PM, then the point where Scrum is used is a black box for you. Is like a summary activity that will give to the project the needed deliverables like inputs to other project activities. Just to comment, we use this schema in my actual work place and what I did is to stop to call it "hybrid". That´s not exists.
Roles are based on the desired outcomes, scale of the project, delivery approach and organization standards.
For example, the roles needed for a "team of teams" project is very different than that for a single small team.
Kiron
Thanks Kiron. Maybe I didn't do a good job in framing my question. I was more interested to know if a project is following hybrid lifecycle (predictive + adaptive), how would the role of a PM adapt to that?
I did get some good insights on this discussion forum. Plus found some helpful information in the agile practice guide.
First of all, to understand the roles. Project Manager and Scrum Master are totally different roles then there is no collision between them. Second, who are accountable for the process to create the solution (the project)? if the PM, then the point where Scrum is used is a black box for you. Is like a summary activity that will give to the project the needed deliverables like inputs to other project activities. Just to comment, we use this schema in my actual work place and what I did is to stop to call it "hybrid". That´s not exists.
