Agile Roles vs. Traditionalagiletraining.com/wp-content/uploads/2014/09/Agile-vs.-Traditional... · Agile Roles vs. Traditional ... Java/.Net Software Architect •Certified Scrum
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• President Agile Transformation Inc | AgileVideos.com • Leading Agile Transformation Coach, Trainer and Speaker • Background: Java/.Net Software Architect • Certified Scrum Professional, ScrumMaster, IBM, Microsoft • Trained thousands and helped coach dozens of teams on Agile • Agile Expert for PMI.org Learning Community of Practice
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I am simply a transformer. Someone who is really passionate
about transforming individuals, teams and organizations to
doing what they do better. I believe in Servant Leadership as
the way to lead change and create a culture of empowered
Product Owner: responsible for maximizing the business value delivered by the team. ONE person responsible for the backlog and story priority Accepts or rejects work Helps define ‘Done’ Knowledgeable, empowered, engaged! Co-located with team as much as feasible Manages stakeholder and sponsor expectations Motivates team, celebrates success!
• Manages the project through developing detailed project plans upfront at the task level.
• Heavy use of project management tools. • Heavy upfront planning, may engage key SMEs and resource managers for estimates and contribute estimates themselves.
• Manages tasks, holds weekly status meetings and may visit team members at desk to find out task status.
• Might manage several projects at a time. • Accountable for project success and failure. • May use Command and Control to direct the team on what to work on next and when to get it done by.
• May be involved in the daily decision making related to the requirements, architecture and other aspects of the project.
• More experience with Waterfall development as apposed to Iterative development.
ScrumMaster: responsible for facilitating the Scrum process and ensuring the team is delivering value. Process Facilitator Helps builds self organizing teams Removes impediments, escalates when needed Helps team inspect and adapt process Empowers the team through Servant Leadership Helps create visible information radiators Protects the team from disturbances
The Team: responsible for turning the product backlog items into increments of value each sprint. Cross-Functional, 7 +-2 Self Organizing, Collaborative Committed Generalizing Specialists Deliver Value in Small Chunks Focused on Customer, Build in Quality
Lead: responsible for translating the business vision into a technical vision then supporting the successful execution of the vision. Understands business needs, acts as a consultant and
partner for the business. Collaborates with others to find simple solutions that meet
tactical and strategic business needs. Communicates the technical vision and architecture. Supports the developers through execution by coaching
and direct involvement. Plans ahead and removes technical impediments.
• Acts as liaison between the business and IT. • Will meet with various stakeholders at the beginning of a project to elicit requirements in detail.
• Requires business to sign off on requirements upfront on the detailed requirements.
• Collaborates on the project heavily upfront then again during testing to validate requirements were met and possibly during development to clarify ambiguity.
• Success measured based on level of details and signoff from customer.
• The ‘glue’ between the PO and the Team • A master of Agile Requirements Gathering (writing stories, breaking them down, ordering, writing acceptance criteria).
• Expert on Agile Modeling methods. • Excellent group facilitation skills. • Gathers the details one or two iterations ahead. • Pairs often with team, co-located and dedicated as core member.
• Engaged from the beginning of the project. Helps during planning, backlog creation, sizing, ordering and dependency identification.
• Uses Test Driven Development, focused on passing the acceptance tests for each story and getting it to ‘DONE’.
• Heavy focus on automated unit testing, continuous integration, automated builds, use of mock data and design patterns.
• Focused on getting a full slice of a story ‘DONE’ not partial completion. Frequent code check-ins
• Pair often with other team members including customers. • Eliminates technical debt, builds quality in. • Core team member, dedicated, co-located. • Generalizing Specialist.
• Projects may have one sponsor, usually higher in the organization chart, funds the project but is not involved in the details.
• Multiple business stakeholders are involved to provide input and requirements.
• Often, there is no one decision maker. • Engaged at the front of the project and then towards the end. • Usually receive weekly status reports from PM on how the project is doing and if any issues need their attention. (Red, Green)
Sponsor and Stakeholders are responsible for helping the product owner align the team deliverables with the overall company needs. Engage closely with Product Owner to help define needs, impacts and desired outcomes. Attend team demos and provide feedback. Be available to answer questions. Respect the Agile rules. Remove impediments. Recognize the team’s accomplishments.
• Task management, prioritization and assignment for resources in their functional unit.
• Resource allocation on projects. Determining capacity, availability and who can be allocated to each project.
• Team development, career mentoring, one on one coaching. • Focused on growth of functional unit. • Leadership style maybe directive or empowering dependent on background.
• Establishing standard tools and processes for specific area.
Focus on People Development and Process Improvement instead of Task Mgmt and Fire Fighting.
Limit resource shifting/multitasking. Help by removing impediments. Empower the team through Servant Leadership. Provide the team with tools they need. Challenge the status quo by moving away from
‘This is the way we’ve always done it’. Collaborate with other managers and business
customers to break down silos. Lead a Community of Practice or a cross-functional