Project Manager versus Agile Coach.
Stop me if you’ve heard this one. The next big project is in trouble. A high performance Project Manager is brought in to bring it to fruition. They come in guns blazing. Change this process. Remove that documentation. Do these tasks. They know what needs to be done and by golly they are making sure it gets done, and now! If you aren’t part of their solution you are part of the problem. They will dictate what gets done, when it gets done, and how it gets done. The project finishes. Over budget and late, but it was failing when the new PM came on-board. It matches what was originally asked for to a T. It is considered another big success for the PM. Within a week the customer has a list of what doesn’t work and needs to be changed.
What about this one. The next big project is in trouble. An Agile Coach is brought in to bring it to fruition. They first observe what is happening. They talk with the team about delivering minimum viable functionality as quickly as possible. They talk with the Product Owner about what really comprises minimum viable functionality. They further work with both parties to break it down to least amount of functionality that can show what is being made. They bring that back to the team. They ask the team to meet a goal of the first piece of it in a short time-frame. They let the team decide what tasks are required to meet that goal. They show what is being made and solicit feedback. They connect with management about the process and how to allow it more freedom to succeed. The project finishes. On time and budget, but with a very different product than originally asked for. It is considered a big success for the team. Within a week the customer has a list of extra functionality they would like.More