Oh wow! We are a lean and agile organization. Where do I fit as a traditional PM? Product development organizations seek a competitive edge -- lean and agile practices are at the forefront of organizational change in most companies. Trapped in the undertow of the lean & agile transformation, the traditional PM is often left bewildered of the next step to take. Dr. Dave Cornelius brings many years of experience in the IT industry and as an entrepreneur. Credentials include DM-IST, MBA, PMP, PMI-ACP, CSP, & SSBB. A consultant supporting the transformation to the Scaled Agile Framework (SAFe) at a Southern California company, Dr. Cornelius receives many concerns from traditional project managers about the PM role in a lean and agile organization. You will find Dave volunteering in the traditional and agile communities to support fellow members and create new knowledge. Currently, Dave is teaching underserved kids in Los Angeles Scrum and software programming concepts using Alice (a Carnegie Mellon University technology teaching product).

1. PM
Role
in
a
Lean
&
Agile
World
Dave
A.
Cornelius,
DM
DM,
MBA,
PMP,
PMI-­‐ACP,
CSP,
SSBB,
ITIL
v3
1
To
serve
God
by
serving
others,
to
inspire
con4nual
learning,
and
to
add
value
to
individuals
by
enhancing
their
professional
growth
and
development.
Copyright
©2014
Dave
Cornelius

2. PM
Role
in
a
Lean
&
Agile
World
PM
Role
Strategic PM
Enterprise
Agility
Leading
PM
Scaled
Agile
Framework
(SAFe)
Lagging
PM
2
Copyright
©2014
Dave
Cornelius

3. Good
Old
Days!
• Project
Manager
-­‐
the
project
leader
• The
Project
Management
InsNtute
stated,
“the
role
of
the
project
manager
is
to
lead
the
team
that
is
responsible
for
achieving
the
project
objecNves”
(PMBOK
Guide,
5th
Ed.)
3
Copyright
©2014
Dave
Cornelius

4. Lean
&
Agile
TransformaNon
• New
leadership
announces
new
strategy
to
be
lean
and
agile
• Are
you
the
odd
man
or
woman
leZ
out?
4
Copyright
©2014
Dave
Cornelius

5. Project
Management
RedefiniNon
• Should
reside
in
the
office
of
the
CEO
or
COO
• No
longer
just
the
score
keeper
and
traffic
signal
provider
• Project
management
has
become
a
business
skill
vs.
role
5
Yogi
Berra
once
said,
when
you
arrive
at
the
fork
in
the
road,
take
it!
And
you
may
find
yourself
living
in
a
lean
and
agile
world
And
you
may
find
yourself
in
uncertainty
And
you
may
find
yourself
in
a
new
role
And
you
may
find
yourself
in
a
beauNful
place,
with
a
beauNful
life
And
you
may
ask
yourself,
Well...How
did
I
get
here?
“Once
in
a
Life;me”
–
Talking
Heads
Adult supervision over a well educated and talented people no more..
Copyright
©2014
Dave
Cornelius

6. PM
Role
Not
IdenNfied
as
an
Agile
Role
• Scrum:
PM
role
and
responsibiliNes
distributed
between
Scrum
team
members
• SAFe:
PM
role
can
be
the
Release
Train
Engineer
• Others:
PM
role
as
a
Coach
/
Facilitator
• A
few
PM
haters:
No
value!
6
• PMI
Says:
– Leadership
– Team
building
– MoNvaNon
– CommunicaNon
– Influencing
– Decision
making
– PoliNcal
and
cultural
awareness
– NegoNaNon
– Trust
building
– Conflict
management
– Coaching
Copyright
©2014
Dave
Cornelius

7. TradiNonal
vs.
Agile
PM
Role
Comparison
7
Tradi@onal
PM
Role
–
Phase-­‐based
Agile
PM
Role
–
Adap@ve
Ini@a@ng:
• Project
charter
and
idenNfy
stakeholder
Ini@a@ng:
• Release
train
–
iniNated
through
release
planning
event
Planning:
• Establish
project
scope,
refine
objecNves,
define
correcNve
acNons
to
maintain
objecNves
(21
ac@vi@es)
Planning:
• Team
define
the
plans;
limited
PM
involvement
Execu@ng:
• Complete
work
defined
in
project
plan
(8
ac@vi@es)
Execu@ng:
• Scrum
Master
(daily
standup,
retrospecNves,
sprint
demos)
• Coaching
and
facilitaNon
• Vendor
relaNonship
(SOW)
Monitoring
and
Controlling:
• Track
review
and
regulate
project
progress
and
performance
(10
ac@vi@es)
Monitoring
and
“Repor@ng”:
• Metrics
(quality,
cost,
and
execuNon)
• Scrum
of
Scrums
Master
(team
integraNon)
• Risks
and
Dependencies
Closing:
Formally
close
the
project
or
phase;
close
procurement
Closing:
Formally
close
the
release
Copyright
©2014
Dave
Cornelius

8. The
Brave
New
World
• Time
to
respond
to
change
8
Copyright
©2014
Dave
Cornelius

9. What
is
Lean
&
Agile?
• Lean
is
a
pracNce
that:
– Eliminates
delays
/
waste
– Maximizes
the
value
stream
– Balances
flow
(WIP)
– Streamlines
pull
(Customer
Demand)
– Plan-­‐Do-­‐Check-­‐Act
– Kaizen
9
• Agile
is
a
pracNce
that
is:
– IteraNve
– CollaboraNve
– Inspect
and
adapt
– Respond
to
change
– Plan-­‐Do-­‐Inspect-­‐Adapt
– RetrospecNves
Copyright
©2014
Dave
Cornelius

10. Scaled
Agile
Framework
(SAFe)
10
2. Organization
Alignment
1. Customer
Engagement
5. Responsiveness
to Change
(Inspect / Adapt)
4. Transparent
Behaviors
6. Team
Engagement
3. Enterprise Agility
7. Improved Time to
Market
(2008 - Dean Leffingwell Created SAFe)
(SAFe Big Picture adopted with permission from Dean Leffingwell)
SAFe Attributes
Copyright
©2014
Dave
Cornelius

11. PM
Role
in
a
Lean
&
Agile
World
• Strategic
PM
– Enables
future
innovaNons
– Facilitates
organizaNon
alignment
11
• Leading
PM
– Charts
the
future;
anNcipaNng
and
prevenNng
problems
– Leads
and
indicate
organizaNonal
change
– Plans
cross-­‐funcNonal
team
dependencies
• Lagging
PM
– Explains
the
past
– Responds
to
change
by
applying
correcNve
acNons
Strategic PM
Leading PM
Lagging PM
Copyright
©2014
Dave
Cornelius

12. Strategic
PM
• Collaborates
with
pornolio
management
and
business
leaders
• Evaluates
strategic
insights
implementaNon
• Measures
the
“Voice
of
the
Customer”
(VOC)
deliverables
• Tracks
the
investment
themes
implementaNon
• Provides
project
pornolio
performance
metrics
• Roles:
– Project
Pornolio
Management
• Knows
organizaNon
capacity
(2
new
products
annually)
• Reviews
Product
investment
history
• Reports
Product
success
and
failure
history
12
Strategic PM
Copyright
©2014
Dave
Cornelius

13. Pornolio
Engagement:
Strategic
PM
• Collaborate
with
pornolio
management
and
business
leaders
• Understands
the
vision
and
product
roadmaps
1.
Customer
Demands
2.
Market
CompeNNon
3.
Financial
Markets
13
1.
IniNaNng
2.
Planning
PMI Phases
You and I (Strategic PMs)
3.
Monitoring
&
“ReporNng”
(SAFe Big Picture adopted with permission from Dean Leffingwell)
External Drivers
What
to
fund?
Copyright
©2014
Dave
Cornelius

14. Pornolio
Engagement:
Strategic
PM
• Tracks
the
investment
themes
implementaNon
• Measure
the
“Voice
of
the
Customer”
(VOC)
deliverables
14
You and I (Strategic PMs)
Net
Promoter
Score
ROI
IRR
PMI Phase
3.
Monitoring
&
“ReporNng”
Project
Quality,
Cost,
and
ExecuNon
Metrics
1.
Add
cloud
compuNng
as
a
customer
value
2.
Expand
products
to
EMEA
markets
3.
Common
architecture
across
systems
Investment Themes
Stakeholders
ConNnue,
adjust,
or
kill
iniNaNves
Copyright
©2014
Dave
Cornelius

15. Team
CollaboraNon
1:
Strategic
PM
• Get
in
small
teams
and
do
the
following:
– Discuss
other
areas
to
add
value
as
a
strategic
PM
– Write
them
on
Post-­‐It
notes
– Post
them
on
the
big
sheet
of
paper
15
Strategic PM
Copyright
©2014
Dave
Cornelius

16. Leading
PM
• Charts
the
future;
anNcipaNng
and
prevenNng
issues
• Leads
and
indicates
organizaNonal
change
• Plans
cross-­‐funcNonal
teams
dependencies
during
planning
acNviNes
• Roles:
1. Release
Train
Engineer
–
Accountable
for
release-­‐level
planning
outcome
2. Release
Manager
–
Accountable
for
product
release
to
market
3. Product
Owner
–
Accountable
for
prioriNzed
work
for
the
team
4. Scrum
Master
–
Accountable
for
team
Scrum
pracNce
5. Scrum
of
Scrum
Masters
–
Accountable
for
team
dependency
integraNon
6. Coach
–
Enables
the
transiNon
from
non-­‐agile
to
agile
and
lean
thinking
16
Leading PM
Copyright
©2014
Dave
Cornelius

17. Program
Engagement:
Leading
PM
• AnNcipates
and
prevent
issues
• Leads
release
train
planning
meeNng
as
the
Agile
Release
Train
Engineer
(Uber
Scrum
Master)
• Release
Management
plans
acNviNes
for
the
releases
17
1.
IniNaNng
2.
Planning
PMI Phases
You and I (Leading PMs)
(SAFe Big Picture adopted with permission from Dean Leffingwell)
• Plan Release Train Event
• Prioritized top 10 features
• Team alignment
Copyright
©2014
Dave
Cornelius

18. Program
Engagement:
Leading
PM
• AnNcipates
and
prevent
issues
• Leads
release
train
planning
meeNng
as
the
Agile
Release
Train
Engineer
(Uber
Scrum
Master)
• Release
Management
plans
acNviNes
for
the
releases
3.
ExecuNng
4.
Monitoring
&
“ReporNng”
18
5.
Closing
PMI Phases
You and I (Leading PMs)
(SAFe Big Picture adopted with permission from Dean Leffingwell)
ConNnue,
adjust,
or
kill
iniNaNves
Copyright
©2014
Dave
Cornelius

19. Program
Engagement:
Leading
PM
• Scrum
of
Scrums
Master
– Straddling
the
Now
(Agile
transformed)
and
Not
Yet
– Facilitates
integraNon
(dependencies
and
risks)
between
dependent
teams
– Ensures
key
issues
are
managed
and
owned
19
Copyright
©2014
Dave
Cornelius

20. ScrumXP
Engagement:
Leading
PM
• Product
Owner
–
IdenNfies
and
prioriNzes
features
• Scrum
Master
–
Defines
areas
to
coach
the
teams
• Scrum
of
Scrums
Master
–
IdenNfies
dependencies
and
risk
miNgaNon
steps
20
1.
IniNaNng
2.
Planning
PMI Phases
You and I (Leading PMs)
(SAFe Big Picture Adopted with permission from Dean Leffingwell)
• Stories / Requirements Elaborated
• Areas to improve identified
• Dependencies & Risks identified
Copyright
©2014
Dave
Cornelius

21. Team
CollaboraNon
2:
Leading
PM
• Get
in
small
teams
and
do
the
following:
– Discuss
other
areas
to
add
value
as
a
Leading
PM
– Write
them
on
Post-­‐It
notes
– Post
them
on
the
big
sheet
of
paper
21
Leading PM
Copyright
©2014
Dave
Cornelius

22. Lagging
PM
• Explains
the
past
• Responds
to
change
by
applying
correcNve
acNons
• Roles:
1. Product
Owner
–
Validates
the
completed
and
prioriNzed
work
2. Scrum
Master
-­‐
Measures
velocity,
quality,
and
conNnual
improvement
3. Scrum
of
Scrum
Masters
–
Tracks
dependency,
risks,
and
integraNon
issues
22
Lagging PM
Copyright
©2014
Dave
Cornelius

23. ScrumXP
Engagement:
Lagging
PM
• Product
Owner
–
Defines
metrics
that
describe
product
performance
with
customers
• Scrum
Master
–
Evaluates
areas
to
improve
and
coach
the
team
• Scrum
of
Scrums
Master
–
Evaluates
miNgaNon
steps
for
dependencies
and
risks
23
1.
IniNaNng
2.
Planning
PMI Phases
You and I (Lagging PMs)
(SAFe Big Picture Adopted with permission from Dean Leffingwell)
Copyright
©2014
Dave
Cornelius

24. ScrumXP
Engagement:
Lagging
PM
• Product
Owner
–
Captures
and
reports
metrics
for
product
performance
with
customers
• Scrum
Master
–
CorrecNve
acNons
to
improve
team
producNvity
• Scrum
of
Scrums
Master
–
Executes
miNgaNon
steps
for
dependencies
and
risks
24
3.
ExecuNng
4.
Monitoring
&
“ReporNng”
5.
Closing
PMI Phases
You and I (Lagging PMs)
(SAFe Big Picture Adopted with permission from Dean Leffingwell)
Copyright
©2014
Dave
Cornelius

25. Team
CollaboraNon
3:
Lagging
PM
• Get
in
small
teams
and
do
the
following:
– Discuss
other
areas
to
add
value
as
a
Lagging
PM
– Write
them
on
Post-­‐It
notes
– Post
them
on
the
big
sheet
of
paper
25
Lagging PM
Copyright
©2014
Dave
Cornelius

26. Your
Turn
for
Knowledge
Sharing
• Would
you
share
your
view
about
the
“PM
Role
in
the
Lean
&
Agile
World?”
26
Copyright
©2014
Dave
Cornelius

27. What
Did
You
Learn?
27
• Strategic
PM
– Enables
future
innovaNons
– Facilitates
organizaNon
alignment
• Leading
PM
– Charts
the
future;
anNcipaNng
and
prevenNng
problems
– Leads
and
indicate
organizaNonal
change
– Plans
cross-­‐funcNonal
team
dependencies
• Lagging
PM
– Explains
the
past
– Responds
to
change
by
applying
correcNve
acNons
Strategic PM
Leading PM
Lagging PM
Copyright
©2014
Dave
Cornelius

28. Conclusion
• The
PM
has
a
role
in
the
Scaled
Agile
Framework
(SAFe)
• The
PMP
gave
us
life
skills
beyond
a
role
• We
may
have
to
chart
our
role
in
the
lean
and
agile
world
• Strive
to
be
beser
corporate
ciNzens
28
Copyright
©2014
Dave
Cornelius

29. About
Dave
Cornelius
• Purpose:
To
serve
God
by
serving
others,
to
inspire
conNnual
learning,
and
to
add
value
to
individuals
by
enhancing
their
professional
growth
and
development.
• Website:
DAVE-­‐CORNELIUS.COM
• E-­‐mail:
ME@DAVE-­‐CORNELIUS.COM
29
Copyright
©2014
Dave
Cornelius

30. Thank
you
• Carmen
Cornelius
–
Puung
up
with
me
• Jill
Freeman
Stack
-­‐
Reviewing
and
ediNng
the
deck
• Dean
Leffingwell
–
Permission
to
use
the
SAFe
Big
Picture
• Victor
Broski
–
Speech
Coaching
• Victor
Bonacci
–
Camera
OperaNons
30
Copyright
©2014
Dave
Cornelius

31. References
• Scaled
Agile
Framework:
hsp://scaledagileframework.com/
• A
is
for
Agile,
not
Anarchy:
hsp://www.agilenotanarchy.com
• Dave
Cornelius:
hsp://dave-­‐cornelius.com
31
Copyright
©2014
Dave
Cornelius

32. Workshop
Assignment
-­‐
PM
Role
in
a
Lean
and
Agile
World
• Business
Case:
Um-­‐Um-­‐Good
Cookies
receives
input
from
customers
for
each
year’s
exoNc
cookie
flavors.
Only
the
right
cookie
flavors
can
be
selected
to
ensure
the
company
makes
a
profit
and
support
the
grass
root
customer
loyalty
program.
As
a
Strategic,
Leading,
and/or
Lagging
PM
you
will
idenNfy
and
discuss
your
role
to
support
the
organizaNon’s
selecNon,
oversight,
and
execuNon
to
produce
the
next
customer
driven
flavors
for
2014.
• My
favorite
is
the
Samoas!
32
Copyright
©2014
Dave
Cornelius

33. Workshop
Assignment
-­‐
PM
Role
in
a
Lean
and
Agile
World
–
Cont’d
• General
Ques@ons
– IdenNfy
and
discuss
the
top
3
acNviNes
that
are
vital
to
your
project
for
delivering
customer
value.
– IdenNfy
and
discuss
the
top
3
acNviNes
that
you
believe
the
PM
is
best
qualified
to
perform
in
the
lean
and
agile
world.
– IdenNfy
and
discuss
the
top
3
acNviNes
you
perform
the
most
aligns
with
aspects
of
Agile.
– IdenNfy
and
discuss
the
top
3
acNviNes
you
perform
that
make
you
valuable
to
the
project.
33
Copyright
©2014
Dave
Cornelius

34. Workshop
Assignment
-­‐
PM
Role
in
a
Lean
and
Agile
World
–
Cont’d
• Strategic
PM
– Assignment:
In
your
role
as
the
“Strategic
PM”
idenNfy
other
areas
that
you
can
parNcipate
and
add
value
in
the
pornolio
deliverables
to
select
the
next
customer
driven
exoNc
cookie
flavors.
34
Strategic PM
Copyright
©2014
Dave
Cornelius

35. Workshop
Assignment
-­‐
PM
Role
in
a
Lean
and
Agile
World
–
Cont’d
• Leading
PM
– Assignment:
In
your
role
as
the
“Leading
PM”
idenNfy
other
areas
that
you
can
parNcipate
and
add
value
in
the
planning
of
deliverables
to
meet
the
next
customer
driven
exoNc
cookie
flavors
expectaNons.
35
Leading PM
Copyright
©2014
Dave
Cornelius

36. Workshop
Assignment
-­‐
PM
Role
in
a
Lean
and
Agile
World
–
Cont’d
• Lagging
PM
– Assignment:
In
your
role
as
the
“Lagging
PM”
idenNfy
other
areas
that
you
can
parNcipate
and
add
value
in
the
guidance
of
producing
deliverables
to
saNsfy
the
next
customer
driven
exoNc
cookie
flavors.
36
Lagging PM
Copyright
©2014
Dave
Cornelius