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Mike Cottmeyer was recently a guest on the Agile to Agility podcast with Miljan Bajic where he discussed Transformation, BusinessArchitecture, and Scaling. And you know, the manifesto had just been written and I was working as a projectmanager in a company called CheckFree here in Atlanta and squarely like in the PMO.
Whether you’re learning about businessarchitecture for the first time or dreaming of ways to grow your BA career into a businessarchitecture role, my conversation with Whynde Kuehn will help you discover the value of this role in an organization and what you can do to bridge that gap in your career.
Things really take off with the advent of the CSM certification and PMI finally recognizing Agile as a legitimate way to do software projectmanagement. Traditional projectmanagement methodologies are process focused and agnostic to organizational design. It is possible to do Scrum by the book and not create the results.
– Talk about projectmanagement and things like that. – Well, there were a couple of big things I was doing the fundamental foundational thing I’ve been doing for a long time was kind of big project recoveries. . – And you do that like at a project level. – That’s right. – Hmm.
It was a small company so I also dabbled in other areas such as testing, pre-sales and projectmanagement before eventually progressing to become a Business Consultant/Architect, where I took a more holistic view of the problems the company was trying to solve rather than focusing on specific IT projects. .
So I think a lot about the intersection, maybe businessarchitecture, organizational design, domain design, product type organizations, product driven organizations and such. So I grew up, I know you have a lot of background, PMI, projectmanagement, things like that. So you might’ve answered it.
So I think a lot about the intersection, maybe businessarchitecture, organizational design, domain design, product type organizations, product driven organizations and such. So I grew up, I know you have a lot of background, PMI, projectmanagement, things like that. So you might’ve answered it.
I came out of projectmanagement, like I said, PMI ACP, all that kind of stuff. Well then, the projectmanagers come in and they start controlling us and telling us what to do and making us attend to their Gantt charts and their estimates and all that kind of stuff. That’s a very red view of Scrum.
And this was like way before the days Dean Leffingwell hadn’t even written his first book on scaling. And businessarchitecture kind of a nebulous term, but how do you form teams? It’s I need to align around the businessarchitecture. None of the stuff on scaling was out there. That kind of a thing.
We were doing a lot with traditional projectmanagement. I kind of grew up in projectmanagement, and so my focus was always a little bit around this idea of when are we going to be done with the work? So I don’t care if you use Scrum to do that, but it wasn’t giving us the business benefits that we want.
We were doing a lot with traditional projectmanagement. I kind of grew up in projectmanagement, and so my focus was always a little bit around this idea of when are we going to be done with the work? So I don’t care if you use Scrum to do that, but it wasn’t giving us the business benefits that we want.
We’ve worked with marketing companies and book publishers and all kinds of different things, hotel chains, fast food restaurants, all kinds of different stuff. And if you’ve been following me for a little bit, one of the things that you start to, you’ll know about me is that I grew up in projectmanagement.
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