Project management in Agile-Lean-DevOps context

Project management is challenged by a move away from predictive project approaches towards adaptive ones.  This requires a learning curve for project managers and a change in focus.

As project managers in traditional predictive environments, we were trained to focus on controlling the project and reducing uncertainty; we were accustomed to having a hands-on management of the engineering team in order to do so. This style is challenged by the advent of adaptive approaches to delivering business value better and faster by using agile, lean-agile and devOps frameworks. 

Our desire to drive out uncertainty does not mesh well with the agile approach which welcomes change and invites adaption, and our focus on control clashes with the notion of autonomous and self-organising teams. 

How do we combine these two world views, and is there even a future for our profession, in a context where agile practitioners are on the record as saying that there is no actual need for a specific project management role?

The need for professional project management is not going away soon.  Emphases and focus will change, yes, and job titles and frameworks used may change as well, but whether we are operating in a hybrid traditional/agile environment or one that has gone fully agile, there remains a need, when operating at scale, for informed and skilled project and programme management.

In this intensive one day workshop we provide project managers with the insights and understanding to  inform, influence and perform their roles both in a hybrid environment, where project based funding models are delivered by agile engineering teams, and also in more fully transitioned environments where funding of projects has been replaced by funding of value streams.

For more information contact, or give our chief coach, Pete, a call on +64 21 186 8664

Workshop Content

  • Transformation context
    • Why are organisations moving so quickly towards agile, lean-agile and devOps?
    • The challenge and opportunity for project managers
  • Context: Waterfall, agile, lean-agile and devOps
  • Value proposition – agile
  • Predictive versus adaptive project approaches
  • How agile deals with complexity
  • Agile manifesto and principles (brief survey)
    • adjustments to operate agile at scale
  • Mind set and practices – leading with cultural change
  • Concept: framework thinking
  • Concept: Joint Accountability and Peer Accountability
  • Communities in agile and their different approaches
  • Original agile
  • Scaled agile
  • DevOps


  • How agile works
    • Scrum – overview
    • Lean-agile (SAFe®) overview
    • Iron triangle (performance baseline) effects from agile
    • Managing Variable Scope  - inspection and adaption
    • Concept: Self-organising and autonomous engineering teams
    • Concept: Doing the least work possible
    • Concept: Shaping and Engineering demarcations
    • Definition of READY
    • Definition of DONE
    • Key frameworks and techniques to be aware of and encourage


  • Project management in an agile context
    • Hybrid agile (engineering only) compared to fully agile (both shaping and engineering)
    • The Project Management role in a hybrid (project funded) agile environment
    • The Project Management role in a fully agile (product funded) agile environment
    • Minimum Viable Product –deep dive
    • Behavioural-Driven-development
    • Test driven development
    • Intentional and Emergent Design
    • Project management areas in agile
      • Project Integration
      • Scope
      • Schedule
      • Costs
      • Quality
      • People
      • Communications
      • Risks, issues and decisions
      • Procurement
      • Stakeholder Engagement
      • Value realisations
    • Managing technical work across multiple agile teams
    • Project integration
    • Technical design
    • Test planning
    • Testing


  • Engaging and enabling agile governance
    • Preparation
    • Focus
    • Goals
    • Continuous Improvement
    • Shaping of work
    • Minimum Viable product
    • Work done
    • Quality
    • Stakeholder engagement
    • Risks, issues and decisions management
    • Costs management
    • Schedule management
    • Value realisation management


  • How project managers can help in transforming the organisation
Saturday, February 3, 2018 - 07:37