FROM A TRADITIONAL PROJECT MANAGER TO AN AGILE LEADER Philip Wang
Jun 24, 2015
FROM A TRADITIONAL PROJECT MANAGERTOAN AGILE LEADER
Philip Wang
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
Challenges and the weapon
• Change
• Planning
• Monitor and Control
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
Current tools
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
What made this happen?
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
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
On the road
The best architectures, requirements, and designs emerge from self-organizing teams.
Self organization
Where am I?
“Effectiveness must be learnt”
THANK YOU