from a traditional project manager to an agile leader
TRANSCRIPT
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FROM A TRADITIONAL PROJECT MANAGERTOAN AGILE LEADER
Philip Wang
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One of my days in 2003
8:30 – 9:30 Deal with emails
9:30 – 11:00 Meet with the developer who is working on the critical path
11:10 – 11:30 Meet another manager to discuss borrow one developer from his team
11:40 – 12:10 Code Review
13:00 – 14:00 Estimation meeting on the recent change
14:00 – 14:30 Write down estimation form and send to client for review
14:45 – 16:00 SEPG meeting to review process and templates
16:10 – 17:20 Career talk with team member
18:30 – 19:00 Deal with emails
19:00 – 21:30 Coding on my task
21:30 – 22:30 Check the status and update project plan
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Challenges and the weapon
• Change
• Planning
• Monitor and Control
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One of my days in 2013
8:00 – 9:00 Deal with emails
9:10 – 9:25 Stand-up meeting
9:30 – 10:00 Check with IT on getting additional 4G memory for the team
10:00 – 12:15 Fix an issue on CI server
13:30 – 14:15 PMO Meeting
14:20 – 15:20 Deal with emails
15:30 – 16:30 Interview and write evaluation form
21:00 – 21:20 Daily Sync-up meeting
21:30 – 22:15 Give US team suggestion on how to split features into User Stories
22:15 – 22:30 Check JIRA board
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Current tools
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What’s the difference?
2013 20030
2
4
6
8
10
12
2 1.5
1.75
1.25
2.25
2.5
1.3
4.30.75
1.2
Email Org Dev Tracking Coach
2013 2003Email 2 1.5
Org 1.75 1.25
Dev 2.25 2.5
Tracking 1.3 4.3
Coach 0.75 1.2
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What made this happen?
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Agile Manifesto
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
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The Scrum Values
O P E N N E S S
C O U R A G E
R E S P E C T
F O C U S
C O M M I T M E N T
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On the road
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The best architectures, requirements, and designs emerge from self-organizing teams.
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Self organization
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Where am I?
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“Effectiveness must be learnt”
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THANK YOU