2018-07-06
昨日阅读1小时，累计阅读326小时
1. 今天阅读到的有价值的全文内容链接:
Continue reading: “Agile Ways — An Ongoing Journey”
https://www.pmi.org/learning/tra ... rojectified-podcast
2.今天阅读到的有价值的内容段落摘录:
Lauri Bingham
The project manager is not just somebody whose writing down the tasks,tasks and the due dates, they're there to see that, work as a granderscale, and they bring tons of soft skills to the table so they'rehelping to motivate, team members to make sure that they are doingthe work when they need to and they're getting the support that theyneed so that takes, you know, a lot of, what we would traditionallycall management, skills but the project manager needs to have thosetoo, they need to understand how their project fits with the totalportfolio of all of the rest of projects and they need to understandhow their project is contributing to the company's bottom-line. Youknow, making that connection for themselves as well as the projectteam makes all the difference in being a successful project.
wego big and we push the industry forward and so we may be trying newtechnology, we might be trying, a new way to connect our cell sitesto our network, we're, we're reaching out and trying to do brand newthings that nobody has done before and you can't do that in aWaterfall kind of project approach. You're gonna have to try things,try it fast fail fast, be able to move forward and make thosecorrections as quickly as possible. So our, our projects are,traditionally more Waterfall-ish, in that, in terms of engineering, Imean that just kind of, lends itself more to a Waterfall approach butthere are times when we have to do, like what you were saying, andyou call it a hybrid. It's, you know, the very beginning of theproject may be very Agile because we're trying things, in a new spacethat's never been tried before. When we deploy it across our entirenetwork that may be a little more Waterfall-like. When we have todeploy it across 50,000 cell sites, so, we, we try to talk aboutAgile as if it is a tool in the toolbox. It's not right for everyproject, it's not wrong for every project and we want our PMs to, tohave it as a tool that they can use, given the right circumstances.
So,two plus years ago there was, there was very little and it was justkind of a discussion topic, now we have multiple teams who arebranching out into it. We've got people who are going throughtraining, we've got certain teams that are further along than othersbut I would say, especially in the spaces of the tools that we use inorder to be able to, automate things that engineers may have beendoing more manually in the past. Those, utility teams that arebuilding those kinds of tools are using much more Agile principlesthan ever before and we're, the PMO is there to help support them sothe teams are becoming more Agile and going through their trainingand the PMO is right there alongside them, to be able to help andsupport them. We, we help and support, some teams more than others.Some want to be very independent in their approach, and others wantsome, some more collaboration and so we scale our involvement,depending on what they need us to do.
Wehave, anywhere between 400 and 600 projects in our port...portfolioat any one point in time which is crazy amounts of numbers, I wouldsay it, it's probably a smaller percentage that are pure Agile,there, there's much more in that hybrid, arena where they're doingparts of the project using Agile and other parts that might be alittle more Waterfall. I would say probably in that hybrid spacethere's, there's easily a third of our portfolio right now that's inthat space, and there's some areas that are just never gonna be thatway so it's not like we have a goal to force, teams and, and projectsinto that methodology, we just want to be able to, allow all of thePMs exposure to the methodology and as well as the teams themselves,exposure to the methodology and see, hey, does this fit for your teamor not. We had, as an example, one of the teams that we have beenworking with, started out thinking that they should probably go toAgile, you know they did some training and, and it wasn't seeming tonecessarily fit their work and then we had a discussion with themabout using a Kanban board and they were like, oh, well that fits ourwork much better and it's like, right, that's exactly what we'retalking about, it's like you gotta find the right tool for the rightteam for the right project.
Sometimeswe've left it to the team itself, sometimes it has been the influenceof the project manager, sometimes it's more of a steering committeekind of discussion and sometimes it's, you know, the project team hasstarted out with one methodology and moved to another, midstream, sowe don't have a prescriptive way that, that happens, we let it kindof happen a little more organically and, and that seems to work forus, some of the teams, like I said, we, we have some teams that are,pushing all of their work into the Agile space and so naturally whenwe're engaging with those teams, we would kind of lean towards usingan Agile methodology, and then other teams haven't been exposed to ityet so we wouldn't necessarily push it on them but we wouldcertainly, if it felt right to introduce it, we would introduce it,but, again, it's, it's the team members that really have to beengaged in that. If it, if it's not the right time for that team to,to suddenly flip the way that they do their work, we're not gonnaforce them.
WellI think they're just really seeing the benefit of it. They'rerecognizing and they're kind of, you know, seeing the team thatmight, you know sit next door to them, hey, they're doing some thingsa little bit differently and they're able to deliver a whole lotquicker, maybe we should try that out, you know, and we do a lot ofcommunications about the success of our projects and what they'reable to accomplish in a short amount of time, and, so I think it's,it's partly the, the reputation of the success of the projects thatare using the Agile methodology that is sparking some interest inothers, and you know, it's, it's sharing those kinds of learning sothat other people can recognize it, and like I said, we, we are acompany that moves super, super fast and if you've got a methodologyand a, and a process that, doesn't necessarily lend itself to movingfast, we have a lot of people that will encourage you to rethinkthat. Maybe a little competition thrown in there too.
WellI think they're just really seeing the benefit of it istheteam or the project that tries it first,that's always the hardeststep in the process. being the first one out there, to get all of theattention is, is not an easy place to be in, and I think, you know,the, the other challenge is, recognizing that you might need to makesome tweaks in the process, quicker and sooner in the process thanyou ever did before. So, it's that contra...constant, retrospectivethat you need to include in the process, changing that habit oftalking to the customers on a regular basis and getting theirfeedback on a regular basis and then reacting accordingly, that'snot, that wasn't, you know, that wasn't a standard part of ourprocess before and we've, we've had, you know some stumbles along theway of not including the right stakeholders, even as we were doingretrospectives until the end and, and then a very significantstakeholder may look at the product and say, hey, wait a minute, didyou think about this and everybody sighed and said no, so, so, westill have some way to go, we still have some learnings to do but,but this organization is one that appreciates that and understandsthat and doesn't punish people for it which is fabulous, you know,they, they get excited when we have learnings and can, and can then,you know implement those in the next go round, so nobody is shamed,nobody is, you know, blamed, we don't have that kind of culture here,we have a, a ongoing culture within our organization of let's try it,let's try it, fast, let's learn from it and, and introduce thosekinds of changes back into the process.
NoI wouldn't say that we view it as a project, partly because it's,it's kind of the way our entire company is thinking, you know we arenot only changing this within engineering and I.T and, and thosekinds of disciplines but we are sending all of our managers to aclass called, the Agility Shift so we want literally everybody in ourentire organization to think in an Agile manner, it's a culture shiftand change within the entire organization so, is it a project with aproject manager like checking off, milestones? No, but everybody hasto go to class and then everybody has a vocabulary that they can useto, to talk about things differently and, it, so, it, it's more of aprogram that we are kind of embedding within the organization, butno, not as, and I've worked other places that have run it like aproject, but no, here at T-Mobile we're not.
atthat particular organization we had to come up with a way ofsatisfying wanting to know all three of those aspects at thebeginning but also being allowed to use Agile principles andmethodologies, to run the project and had to come up with a balanceso we would do a def...what we called a define phase at the verybeginning of the project, very Waterfall like, being able to come upwith a very distinct set of scope, but then the development phase ofthe project was run with Agile principles and then we would flip backto Waterfall again at the very end of the project to make sure thatwe had operational turnover and training etc in a more Waterfallapproach at the very end of the project so, so, in, in businessesthat are, you know, very Waterfall at the first and trying to move toa Agile methodology, like moving from one to the next is a giant leapfor some organizations and so you, that's, you know, it's throughthat experience that Ilearned, you have to tailor it for the cultureof the organization. That particular organization was very,accounting focused and was very, concerned about the bottom-line andthe cost of every project so budget was very important. Otherorganizations, like I've, I've worked in, you know, non-profitorganizations, it, it's not that they aren't concerned about budget,it's just that they're more concerned about the quality of theproject or the timeline of the project so different organizationscare about different aspects of the project and you have to tailoryour Agile implementation towards, what's important to thatorganization.
So,three sides of the triangle, that's a PMI thing, it's a scope on oneside and budget on the other and timeline on the third and thenusually quality is, you know, either around the outside or in thecenter, but, but being able to lock, what am I gonna get? How much isit gonna cost and when am I gonna get it and defining all three ofthose at the very beginning of an Agile project is, you know, becauseyou haven't done all of that, the work that would tell you thoseanswers at the very beginning because your, because your Agile andyou’re doing in sprints, it was, it was a difficult thing to do atthe very beginning.
3.今天阅读的自我思考点评感想
(1)Why & how agile?
Fora hybridproject/program, you are trying things, in a new space that's neverbeen tried before as you can't do that in a Waterfall kind of projectapproach.
(2)Listen to your customer like build a relationship and listen to thecustomer is by far the, the biggest change in all of the Agilemethodology as, and it's kind of one of principles.
(3)Exciting point of agile ways: constant learning going on.
(4)Best advice to women: let the work that you’re doing shine. Building that reputation of being really good at what you do isfoundational for any career move.
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