When the Agile Practice Guide writing team convened to begin our endeavor, we spent quite a bit of time discussing our target customer. We landed on our primary customer being project practitioners who support agile teams, who may be in the midst of an organizational agile transformation, or who are just curious and want a better understanding. Being a part of this team and writing this guide are near and dear to my heart because several years ago, I was our target customer. Here is my story…
I jumped directly from college into a project management role and worked my way through several plan-driven, waterfall projects as a certified Project Management Professional (PMP). I was really good at leading teams and delivering according to “the plan,” but it didn’t really feel right. I was always a bit untraditional—I just wanted to focus on pulling the teams together to do the “real” work instead of spending time on documentation, audits and stage gates. (Some of you may be shaking your heads and thinking about confessions of a bad project manager while others may be excited and can relate.)
Fortunately, someone noticed my agile inclinations and asked if I wanted to go to Scrum Master training and then lead a couple of scrum teams. Sure…why not? I was excited about the opportunity to learn something new. (FYI-I did not have a clue what I was signing up for!)
That first training was eye opening. It finally articulated and formalized several of my beliefs, but also challenged my definition of success. The concepts were easy to understand and they made sense, but applying them in my work with cross-functional, self-organizing teams was difficult. I really struggled.
The tools and techniques I used as a PM were not so transferable to the Scrum Master role. I had to “untrain” my brain and learn new behaviors. I had to change the way I supported my teams and redefine how I delivered value to my organization. The biggest challenge of all—Scrum Master training invited me to get comfortable with failure—to allow my teams to fail so they could learn and improve. This was extremely difficult for me because on “my watch,” as a PM, there was no room for failure, personally or within my teams. Sound familiar?
I needed to embrace the fact that I did not “own” the project. Instead, ownership and accountability shifted to the team. My new role was to facilitate and support the team as a servant leader, no longer as a manager. This took immense pressure off my shoulders, which had been unconsciously weighing me down as a project manager.
After several years of learning, failing, working, training, being coached and coaching others, I realize it was all part of the journey. I needed to go through it to evolve both personally and professionally.
The Agile Practice Guide offers the combined knowledge and wisdom of seven agile practitioners. Our motley crew of writers representing both Agile Alliance and PMI, laughed, cried, argued and at times wanted to kill each other in passionate support of you, our target customer.
As the guide launches this week, I’m left with deep respect for my fellow authors. The amount of collaboration between these two groups has been amazing. Several of us will be at upcoming regional, national and international conferences. Please approach us—we enjoy sharing our experience and welcome your feedback.