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