This article reviews the 4-day Agile Project Management Foundation & Practitioner Level training course certified by APMG International (@APMG_Inter) and based on DSDM Atern (@DSDM). The course I attended was organised by RADTAC (@RADTACLtd) and run by Julia Godwin. Julia is a very experienced trainer (profile) with a superb practical knowledge of DSDM, Agile Methods and Project Management. It is no wonder that she has managed to get a 100% pass record so far despite this being a rather demanding course.
Posts tagged ‘management’
Let me get this clear. If you want to be a professional Agile Project Manager, going down the Scrum rabbit-hole could well be a mistake. A mistake with lots of ramifications.
Over the past few years, many traditional (PRINCE2) PMs have retrained as Certified Scrum Masters and they will be livid by this statement and ready for a heated argument. So, please allow me to explain what I mean.
One of the problems for an Agile PM is how much, or little, to intervene and when.
As an Agile transformation coach , all the initial emphasis is put on ensuring that PMs are not command and control, not directive and behave like “good chickens” for their team. This is the standard starting point for an Agile PM managing a performing, adult team
However, if things are not going so well, it may be necessary for the PM to change behaviours. After all, the Agile PM is still responsible for delivering the project and managing the risks and issues. From an Agile point of view, this is acceptable, but the level of intervention should be a graduated “ramping up” process, and it needs to be a temporary measure (although changing teams embedded bad behaviours can take some time). It is not a good idea to go straight in at Defcon 1 level.
If you work for a company of practically of any size and in any industry, it is quite a certainty that you will be expected to read and follow a considerable number of workplace policies (or management decrees). Many of those policies will have a very good reason to be in existence. It could be because there are legal requirements that staff must meet in their job, or simply because they reflect good common sense and best practices.
However, with the rare exception, most of these policies are written in the most tedious and unfriendly language possible. The result often is that staff can remain woefully unaware of key aspects of their role and unprepared to take the correct actions when the time comes. Staff regularly see these policies as something negative, restrictive and, even, something that needs to be actively opposed.
So, what do we often do, as managers, when we realise that a policy is not working? We rewrite it making exactly the same mistakes and we demand that all staff “read & understand” the policy. Surely, we are all aware the this is quite likely a pointless exercise doomed to failure and wasting valuable time (ours and our staff).
So, what can we do?
The Gamification of the Workplace