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Abstract
As a project manager, your success is dependent on your mastery of many skills, both hard skills as well as soft
skills. In todays business environment, are these skills enough? Are you dispensable or indispensable? Are you
agile enough to adapt to significant demands, changing business environments, and external pressures?
Do you only execute orders or do you provide value above and beyond what is expected? Are you called on because
you can execute a plan or because you can create value out of complex situations? Become indispensable as a
project manager by raising your agility intelligence through the seven habits shared in this paper.
The great news is that these seven habits can all be learned and practiced. This paper will share habits that will
improve your ability to create value and innovate, habits that will distinguish you from dispensable project
managers.
This paper provides seven habits to be embraced by the agile-minded professional project manager. This paper
supports the premise that todays project manager must not only excel in hard and soft skills but also must be agileminded in order to become indispensible. The paper is organized around the seven habits:
Habit 1: Question Everything To become effective and more agile as a project manager, learn to ask
simple but powerful questions? Challenge the status quo. Challenge thats the way weve always done
it. Become aggressively curious. Ask why? Ask why not? Ask what if? Agility is enhanced not by
taking orders but by questioning.
Habit 2: Relate to InnovateExpand your vision, your experiences, and your networks to uncover novel
approaches to your work. Harness this exposure to become more creative and innovative.
Habit 3: Fail Your way to SuccessLearn to fail your way to success through the power of
experimenting. Use experimentation to discover what works. Fail in small steps to achieve the big
successes. Experiment to improve your ability to adjust and adapt.
Habit 4: Communicate Thoughts and IdeasUnleash your creativity by giving it a voice. Agility cannot
be enhanced if important thoughts and ideas lay dormant without expression.
Habit 6: Change IncrementallyMake small incremental changes consistently over time to achieve
quantum leaps in productivity and agility.
Habit 7: Connect With Your PurposeConnect with your purpose for enhanced creativity and agility.
Connect with your purpose to release those hidden reserves of personal power within you.
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2.
3.
4.
Lead customers.
5.
Inspire staff.
6.
7.
This list can easily convert to a job description for the agile minded professional project manager. Let us take a
hypothetical (or perhaps not so hypothetical) situation that requires a leader for an organizations most critical
project. Perhaps this project will launch a product that can significantly enhance the organizations financial
situation or perhaps save the organization from financial disaster. Perhaps the project will revolutionize the way the
organization has performed business in the past. Perhaps the project is the most important project the organization
has ever undertaken. What if this critical project also requires creating something or doing something that is never
been done before in your organization or any other? How important will it be then to find a leader with these seven
abilities?
In his book The Leaders Guide to Radical Management: Reinventing the Workplace for the 21st Century, Stephen
Denning proposes a changing approach to work for organizations, an approach that is radically different than what
has worked in the past. This proposed approach provides for a system of continuous innovation based on seven
principles (Denning, 2010, p. 4):
1.
2.
3.
4.
5.
6.
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7.
Communicate interactively.
The items on Dennings list are very consistent with agile project management approaches. Although agile project
management approaches were originally developed to enhance the software development cycle, these approaches
are now being adapted to projects outside of the software development and information technology realms.
An agile minded professional project manager will embrace both Godins list of seven linchpin abilities and
Dennings list of seven principles of continuous innovation. Exhibit 1 highlights some of the key differences
between the traditional project manager and the agile minded professional project manager.
Objective
Traditional Project
Manager
Develop Vision
Communicate Vision
Make decisions
Manage change
Communicate progress
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-4-
Maslows Stage
Project Audience
Lowest: Physiological
(Basic necessities)
Security/Safety
Social
Esteem/status
Highest: Selfactualization
User stories vs. requirementsInstead of focusing on detailed requirements, agile uses user stories that
focus on the features from a user role perspective.
Fixed sprint durations vs. fixed scopeInstead of fixing scope, fix the duration and allow the scope to
change to fit the sprint timeframe.
Self-organizing teams vs. project manager led teamsAllow the team to manage the work without topdown leadership.
Stand up meetings vs. traditional project status meetingsShort time-boxed meetings of 15 minutes or
less are more effective than traditional often time consuming meetings with varying agendas.
-5-
-6-
The agile minded professional communicates thoughts and ideas through interactive communication,
communication that requires authentic dialogue with the team. Agile minded professionals understand that thoughts
and ideas can be developed through open communication.
In agile projects, the development of user stories through open communications lends itself to creative expression
and innovation. Denning states that radical management involves a shift from seeing teams and organizations as
entities that produce things (goods and services) to that of groups of people who delight clients sooner, more often,
and more profoundly (Denning, 2010, p. 219).
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and conscience (that still, small voice within that assures you of what is right and that prompts you to actually do it)
(Covey, 2004, p. 5).
Conclusion
The agile minded professional project manager is uniquely positioned to become indispensible to an organization.
By employing the seven habits, the agile minded professional can make a difference. Each of the habits discussed in
this paper can be used not only to make projects more agile but also to make individuals more agile minded.
References
Cohn, M. (2006). Agile Estimating and Planning. Upper Stradle River, NJ: Pearson Education, Inc.
Covey, S. (2004). The 8th Habit, From Effectiveness to Greatness. New York: Free Press, A Division of Simon &
Schuster, Inc.
Denning, S. (2010). The Leaders Guide to Radical Management: Reinventing the Workplace for the 21st Century.
San Francisco, CA: Jossey-Bass, A Wiley Imprint
Dyer, J., Gregersen, H., & Christensen, C. (2009, December). The Innovators DNA. Retrieved 12/01/10 from
www.hbr.org
Edison quotes. (2010). Retrieved 12/15/2010 from Brainymedia.com: website:
http://www.brainyquote.com/quotes/authors/t/thomas_a_edison.html
Gandhi quotes. (2010). Retrieved 7/15/2010 from Brainymedia.com: website:
http://www.brainyquote.com/quotes/quotes/m/mohandasga150718.html Brainymedia.com
Godin, S. (2010). Linchpin: Are you indispensable? New York, NY: Penguin Group (USA) Inc.
Tracy, B. (2008). Speak to Win: How to Present With Power in any Situation. New York, NY: AMACOM, a
division of American Management Association.
Vince Lombardi quotes. (2010). Retrieved 7/01/10 from Family of Vince Lombardi, c/o Luminary Group. LLC
website: http://www.vincelombardi.com/quotes.html
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