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together. Communication is acknowledged as a great cost). Agile is a time boxed, iterative approach and method of controlling stakeholders influence. One of most agile methods also differ by treating their time the Project Manager’s main goal is to filter rumors, pro- period as a strict timebox. Agile project management vide and maintain veracity of a project. The Project defines requirements using a ‘user story’ which include Manager controls the communication to a large extent, Role, Need, Value. Iterative and incremental developif a Project Manager does not control communications, ment are essential parts of the Modified Waterfall Modcommunications will control the Project Manager. Pro- els, Rational Unified Process, Extreme Programming ject Managers also resolves conflicting expectations and other Agile Software Development Frameworks. It through collaboration with team and stakeholders, finds follows business improvement process Plan-Do-Checkbalance and determines which constrain is most im- Act (PDCA) cycle project phases. Project may be broken portant to project success. Conflicts happen and Project into logically related project activities known as ‘phases’ Manager must control it. Project Manager should also conduct meetings to discuss risk and plan risk manage- Per Agile Methodologies, there is a need for a Coach/ ment to be accomplished as early in the project as pos- Facilitator, but no mention of a project manager. Agile sible due to potential impact of risks on all other pro- coined a new term called ‘self-organizing team'. Scrum cess groups and knowledge areas. Time, scope, cost focus is self-organizing teams and manages authority objectives along with communication, quality and hu- with ‘team members' authority to manage each other, man resource considerations all are potentially impact- but self-organizing does not mean no supervision and ed by risks. Almost everything on the project is likely to no coaching. When people deviate a little from being change, be it tangible or intangible. Integrated Change self-organizing, coach/facilitator may have to widen his Control process is conducted from project inception scope. This is where coach/facilitator would move more through completion and an imperative towards being project manager. The f a Project Manager does not control comresponsibility of Project Manager. Every project manager can then facilitate efmunications, communi- fective utilization of the member rechange request needs to be either apcations will control the sources for the benefit of the project. proved or denied by a defined authority, Project Manager usually the project sponsor or project Agile uses the term ‘coach/facilitator' for manager thereby assuring that only approved changes this kind of role. The scope of coach/ facilitator needs are incorporated into the revised baseline. Project Man- to be widen and given authority to outline the ‘dos and ager also ensures project charter to be approved, Logs don'ts'. This is where the role of project manager role all issues and also manages the change logs and becomes prominent. The leadership style skills elabochange process. rates, a good project manager is facilitative. Teamwork is a critical factor for project success. Project Manager PMI framework is an example of Predictive life cycles should create an environment that facilitates teamwork. also known as ‘Plan Driven’. Scope, time and cost are Project Managers should have a good understanding of identified early in the project and drive all the planning team dynamics in order to move their team members and implementation activities. PMI framework is itera- through all stages in an effective manner. Lack of comtive also. Executing, monitoring and controlling and munication causes gaps and conflicts. Unresolved conclosing may go simultaneously. Projects are developed flicts can escalate and the project manager should help in steps and continue in increments. Team building is facilitate a satisfactory resolution. So given a contextual not a onetime activity, it continues throughout the life situation, the role of a coach/facilitator may command of the project. The earlier the team building begins the more authority. better! The projects with predictive life cycles may use the concept of rolling wave planning. Rolling wave plan- To elaborate further the effect of agile adoption among ning or ‘Plan as you Go’. Rolling wave planning is an project managers, we can look further at the motivaiterative planning technique (form of progressive elabo- tional driver of team members, which is affiliation. In ration) where work performed in the near term is 1960s, Douglas McGregor proposed two theories relatplanned at a low level of WBS while work far in the fu- ed to employee motivation and management. ‘Theory ture is planned at a very high level. The last activity X’ Manger’s believe people are not to be trusted and which can be planned is called ‘Planning Component’. must be watched. ‘Theory Y’ Manger’s believe people want to achieve and can be self-directed. ‘Theory Z’, ‘Agile’ Framework uses Adoptive type of life cycle. was developed by Dr. William Ouchi. It encourages Adaptive life cycles (also known as ‘Change Driven’ or group work and social interaction to motivate employ‘Agile’ methods) are intended to respond to high levels ees in the workplace. In Theory Z, Ouchi describes the of change. Adaptive methods are iterative and incre- art of Japanese Management and shows how it can be mental (iterations are very rapid and fixed in time and adapted to American Companies. Believers in ‘Theory Y’



Synergy Oct 2015, Page 22

Synergy Issue 15 - Oct 2015  
Synergy Issue 15 - Oct 2015  

Quarterly Newsletter of PMI North India Chapter