The software development industry is evolving at a rapid phase, while we are debating on many new concepts and processes to enhance the overall efficiency of the industry. In this dialogue, Agile and related methodologies play a significant role in determining the efficiency and credibility of the final output.
In this agile space, the role of the Delivery Manager (DM) is an important persona. Why is that? Let’s discuss it.
The DM should be a transformational leader, not a controller. How can you do it?
Pick the process that matches your client/project
Following the latest delivery trends and understanding the areas that should further improve your organization/project is a crucial objective for any DM.
You could think of waterfall, Scrum, Agile, Kanban, ScrumBan, etc. What should be the appropriate process for your project? Invest time in understanding the process requirement. Pick the best that could add value to the client/project, not because it’s easy for you.
For example: if you are working on a fixed bid ( scope, cost & time are fixed), you could think of the waterfall process. However, if you think differently, you have the possibility of picking Scrum or Kanban. How could you do this? Foremost, discuss with the client and understand how he feels about the project outcomes and his expectations. With that, probably, he could expect some early releases to validate his idea & the market. That sort of discussion allows you to go with a new approach/innovation.
Refine the process
Once you have picked the process, you have to refine the process. Keep in your mind that there’s no standard approach for all the teams/projects. The process & practices could vary based on the client, team, and the value we are trying to deliver. Start your discussion with an open mind. Develop the plan based on the objectives, implement & verify.
For example, maintaining the swimlanes’ WIP limit is required for the Kanban methodology. Albeit, based on your confidence level, certain swimlanes may not add any value by having WIP limits. So, have a dialogue with the client and go for that.
Once you have Enhanced/introduced new concepts into the team, measuring the added value to the product or service is essential. If the new approach does not augment the required value, the team should step back to the previous phase and rethink what is next.
Understand client expectations (Speed, Quality, Value, Security, Privacy, Low Cost)
Likewise, in the “Pick the right Process” section, I’ve highlighted that understanding what clients need is of utmost priority for any DM. The different clients’ have different expectations.
For example, you and your team may think Quality is the highest output that client is needed. However, the client might have some other thoughts, such as the speed or the ROI it could add. Therefore, you have to be open and ask what the client thinks. Show that your path is in sync with your client’s paths. Take time, discuss the pros & cons. Once everyone has agreed on what the client is needed, develop an action plan and publish it.
Manage client expectation
Once you start using the above skill, you know what client is needed. Next, you have to manage it. Continuously follow the developed action plan and verify whether you are on the right track. The regular review helps to understand the client's sentiments. On this journey, tell the truth, don’t be afraid, still, if it hurts.
For example, based on the set expectations and the team’s capacity at the planning phase, you might have set high standards. However, while reviewing the status, you may be noticed that you are not achieving the demand as expected. Let your client know it, and you are on top of it.
Being open and honest with your clients extend your journey, long way towards keeping them on-side, no matter how bad the situation gets. Also, listening to what your client is saying and showing them you are flexible as possible ensures your partnership is healthy.
Motivating the team members and uplift their skills and knowledge
A motivated team is a crucial factor for the success of a project or an organization. Your team should clearly understand what you are doing as a team and the outcome. Your team shouldn’t feel you are making high-risk trials beyond the limits of calculated risks, which could jeopardize the entire effort in the end. However, everyone should clearly understand that we are ready to verify the “failed pass” approach as a team. Therefore, transparency and commitment should be the first thumb rule in any successful project.
The second thumb role is to have an implementable development plan for each team member and validate and measure it periodically. Individuals development is vital for any organization growth. Please encourage your team to continue on their path but validate that it supports the organization/team objective.
Improve the relationship with clients continuously
Without a positive relationship with your client, growing your team/organization is not possible. However, before you do anything, understand the actual status of your client’s relationship. The industry defines different standards for the relationship. Read and comprehend where you are. Create an action plan to improve it and reach the next level. Get involved with your customer also in that discussion.
Having a client who can have a constructive/open dialogue is key for you to succeed. You have to understand your client is part and parcel of your problem and the solution. Without your client, there’s no problem or solution. However, your client mustn’t ponder that you have only the problems. Always feel free to share your suggestions and come up with an agreeable resolution. Agree to disagree is a plus, always.
Use KPI’s to ensure the project is delivering the required value
For this, you have to verify the KPIs are implemented in your team/organization. Once you have implemented the KPIs’, analyze your data and measure the progress. However, make sure that your team is not overwhelmed with the KPIs. The objective of having KPIs’ should be to improve the delivery/value only. The correct KPI’s helps you to understand the big picture. Therefore, please do not judge your team based on the KIP outcome.
For example, in your project, you may use story points or hours for effort calculation. However, as a DM, you should not use it to pressure your colleagues if they aren’t in a position to release as planned. Instead, you should be to understand the actual situation and improve it in future deliveries.
More to come. Let’s discuss
