Agile in waterfall

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Agile Thailand 2012

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  • Agile in waterfall

    1. 1. Agile in Waterfall Kamon Treetampinij (Korn4D)
    2. 2. 2009 Standish Chaos Report • 32% Successful (On Time, On Budget, Fully Functional) • 44% Challenged (Late, Over Budget, And/Or Less than Promised Functionality) • 24% Failed (Canceled or never used)
    3. 3. Top 10 Mistakes New Project Managers Make 1. They are afraid to present the real status of a project. They would rather spin positive information than reveal negative information. 2. They let themselves be bullied by team members not wanting to plan or document. 3. They are afraid to ask for what the project needs (more money, resources, or time). 4. They don't see the value in following a methodology until the project goes wrong. 5. They fail to properly account for risk. by Rick A. Morris, PMP
    4. 4. Top 10 Mistakes New Project Managers Make (con.) 6. They don't motivate their teams to get the best from them every day. 7. They don't use proper scheduling tools, making it impossible to truly understand if they are ahead of or behind schedule. 8. They create documents because they are supposed to, not because they understand why they should be done. 9. They do not develop the resources into a team; they let the team come together without a leader. 10. They think that if they plan properly, then nothing will go wrong with the project. by Rick A. Morris, PMP
    5. 5. “Don’t think the project will run itself”
    6. 6. “The project manager is the coordinator”
    7. 7. What is project? “A project can be defined as a temporary endeavor undertaken to create a unique product or service” PMI
    8. 8. So, basically, A project… • Has the goal of creating a unique product at the end of it • Has a start • Has an end (at least that’s the plan) • Has people involved (at least 1)
    9. 9. Project Life Cycle • • • • Initiation Planning Execution and controlling Closure
    10. 10. Waterfall Model 1. 2. 3. 4. 5. 6. 7. Requirements specification Design Construction (AKA implementation or coding) Integration Testing and debugging (AKA Validation) Installation Maintenance Royce's original waterfall model
    11. 11. Team Lifecycle 1. 2. 3. 4. 5. Forming - Directing Storming - Coaching Norming - Facilitating Performing - Delegating Adjourning - Finalizing Tuckman's stages of group development
    12. 12. Leadership
    13. 13. A successful leader • • • • Earns trust of the team Communicates effectively Builds relationships Inspires and motivates team members to produce the best work • Delegates decision making responsibility to the team • Focuses team efforts by establishing priorities and vision
    14. 14. How to earn trust Meeting commitment = Gaining trust
    15. 15. Effective Communication How to • Determine goal • Clear messages, easy to understand, no jargon • Choose best format and medium • Consider the receiver • Active listening. - 90% is listening • Receive ≠ Understand
    16. 16. “Listen before tell me what to do”
    17. 17. “Dictation encourages mediocre work performance”
    18. 18. Management By Walking Around (MBWA) • • • • • • • Do it to everyone. Do it as often as you can. Do it one-on-one. Ask questions. Watch and listen. Bring good news. Have fun. Catch them in the act of doing something right. • Don’t be critical.
    19. 19. Motivation • Motivation is an internal function. • People must choose to motivate themselves • However, you can create an atmosphere that facilitates and encourages motivation Heerkens, 2002
    20. 20. How to Cultivate the Right Environment for Motivation • Value team members and the work they contribute. • Show that you trust your team’s knowledge, ability and work ethic. • Recognize good performance. • Lead by example. Heerkens, 2002
    21. 21. Delegating Authority Allowing team members to fail. It is where learning begins.
    22. 22. Focusing efforts • • • • • • • Set a clear goal. Focus on deliverables. Create a schedule with checkpoints. Assign tasks. Conduct purposeful meetings. Keep everyone informed about the project. Remind the team of the project goals.
    23. 23. Avoiding Pitfalls • • • • Don’t Mistake Processes for Real Work Avoid Micromanagement Don’t Ignore Conflict Be Honest About Your Mistakes
    24. 24. Getting Results Without Authority Formal authority is the last thing you should use. Earned power is developed due to respect for a person, or the amount of influence a leader has.
    25. 25. 3 Managing Truths 1. Individuals have to managed as individuals. 2. Every member of your team is going to have his or her own perspective on just about everything. 3. Team leadership starts on day one.
    26. 26. End

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