I am looking for suggestions on how others deal with demand from agile projects in PPM. In our world, you can be assigned to an agile team and the product owner decides what work gets done when. But when a project manager requests time in PPM for that agile team, they want to know WHO is assigned to that work and that they are COMMITTED for a time period to get the work done.
How do others direct their PM to request time from an agile team? Or - how does a resource manager supply demand for a project from an agile team?
Are you talking about using agile team members on non-agile projects? Why wouldn't they be requested & assigned like any other resource?
We model our true "agile" work here as products, so each product is a project in PPM, and we track time at the sprint level. But the way we're organized, it's very rare to assign one of the agile team's people to other work outside of that.
Thanks so much for responding Erik, and you are exactly right. One of our product teams now works as an agile team. A project manager is running a waterfall project and needs resources from their team for a certain task, for a certain time. The resource manager wants to add that task as a backlog item and will get to it when it is prioritized. The project manager wants to know that it will be done with a resource by a certain time to stay on schedule. So if the resource manager makes that task a prioirty for that certain time/sprint, how does the resource manager show that in PPM so the project manager sees it as fulfilled demand on their project?
You are correct again. Let's assume the RM (resource manager) breaks the tie and decides when the work will get done (working with the PM (project manager) and their schedule). How does the RM depict this in PPM? Do they use the promise function in PPM and then manage the work in their agile tool, and then lessen capacity of everyone on their team because they pull work from the backlog and are 100% commited to the agile team? Or do they assign the work to a particular resource on their agile team and use up their PPM capacity that way?
Potentially you could do it either way; there are pros & cons to both. Does a resource need to submit a PPM time sheet for working on that task? If so, then I'd lean toward assigning the individual resource directly. You could "promise" up until you know who will do the work, then update to comitted.
If not, then maybe everything is managed within the agile team/tool and from the PPM side it's just a milestone task that shows work completion by a certain date...?
Is the agile team using RM in PPM for their agile work?
The agile team IS using RM in PPM for their agile work...or at least attempting to do so. It gets confusing unless a resource is totally committed to the agile team, but alas, they get pulled into production support tool.
How does your company do Resource Management for agile teams? Are they fully committed to the agile team work in PPM, or are they committed by each resource to a particular project when that project's backlog item is at the top of the priority?
Each of our products are represented by a PPM project, which contains both support and development activity. Since the agile team is mostly organized by product anyway, they're easily committed to each product (project) or to maybe a couple of products at the beginning of each year.
If a non-agile project needs a resource from the agile team, they're requested just like any other resource.
Our agile team is essentially it's own org unit, so this might be different than other organizations.
If I am understanding correctly, your product/project is supported by an agile team, consisting of resources A, B, C, and D. They are fully committed to doing the agile work. Then a non agile project wants a resource so it is requested, and they want resource A specifically. The resource manager then supplies this request with person A (or anyone one the team) and now resource A is comitted to do the non agile work along WITH the agile work? Is their capacity for agile work then decreased accordingly (even though that goes against scrum principles).
That's correct, although I should say that in our case it is far more likely that an agile project would require someone from an outside team than it is for outside projects to require someone from the agile team.