The Case for Project Management
Last Updated on Saturday, 15 October 2011 01:21 Written by Mike Cottmeyer Saturday, 15 October 2011 01:21
How far ahead should we plan? It depends on what you are building, when you need to have it done… and if you aren’t going to get done… how soon do you need to know about it. If your goal is to build the highest value features possible, deliver continuously to market, get real time feedback… you might be able to get away with planning a sprint or two out… maybe less. If your goal is to deliver a specific set of predefined features, all of which need to be done by the end of the quarter, you may want to have all three months laid out. It’s not that we wouldn’t inspect and adapt and deal with reality, it’s just that we need to know if our velocity isn’t trending such that everything is going to get done. If we don’t know how we are doing against done, we don’t know what tradeoffs we need to make along the way.
I’ve worked with several clients recently that were trying to operate as if the software they were building was emergent. It wasn’t. They were being asked to deliver a specific outcome, with a pre-defined set of time and cost constraints. For these guys, it was absolutely silly to only plan their backlog two weeks at a pop. They had no idea how they were doing against the expectations of the business. They had no idea if they were on track or not or how they should approach the business to negotiate scope trade-offs. They had no means to determine if their approach was trending toward and acceptable outcome. The reality was that they were going to work really hard, probably deliver a great working product, and still have their stakeholders upset with them.
Having a plan doesn’t mean that we have to have a death march. Having a plan means that we have a baseline to measure against. Some way to determine if we are making the progress necessary to achieve our goals. Remember that line in the Agile Manifesto? We value responding to change over following a plan? While we value the items on the right, we value the items on the left more? The plan isn’t the problem… it’s failure to respond to change… to deal with reality that is the problem. If I have a fixed time, fixed cost, fixed scope project… I damn well better be delivering incrementally using an agile approach… it’s the only way of knowing if I’ve got a shot in hell of being successful. It’s the only way we can confidently let our stakeholders know if we are on track or not.
Not every team needs a project manager… but I think many could benefit from some really good project management. I’ve been an agile project management guy from the beginning, but I am becoming increasingly convinced that we need to be teaching teams, not just how to self-organize, but how to effectively manage delivery… product or project delivery, I don’t care which. Self organized teams need to have everything necessary to deliver an increment of value… it’s my opinion that everything necessary to deliver an increment of working product includes someone that knows how to manage risk, validate assumptions, communicate with stakeholders, assess progress against the goal, and know when things are off track. That can be the PO, the ScrumMaster, or someone else on the team… again, it doesn’t matter.
What matters is that project management is happening… no matter who does it.
How far ahead *should* we plan?! | The Case for Project Management ^LeadingAgile