Your Management Success Start with Agile

1. AGILE PROJECT
MANAGEMENT
APPROACH
“YOUR LEADERSHIP SUCCESS IS THE CORE VALUE OF THEIR PERSONAL AND PROFESSIONAL SUCCESS
KEEP EMPOWERING PEOPLE AND PUSH FORWARD TO MAKE SUCCESS A GOAL TO ACHIEVE”
BY J. BOUTROS

2. OUTLINE
I. Traditional Management Theory
II. Agile Methodologies
III. Project Manager as Visionary Leader
IV. Agile Philosophy
V. Principles of Agile Project
A. Guiding Vision
B. Team Work and Collaboration
C. Simple Rules
D. Open Information
E. Light Touch
F. Agile Vigilance
VI. References

3. TRADITIONAL MANAGEMENT THEORY
• Rigid procedures are needed to regulate change
• Hierarchical organization structures are means of establishing order
• Increased control results in increased order, static rigid hierarchies
• Employees are interchangeable “parts” in the Org. “machine”
• Problems are solve primarily through reduction of task and allocation
• Projects and risks are adequately predictable to be managed through
complex up-front planning.
I. Traditional Management Theory

4. AGILE METHODOLOGIES
• Intrinsic ability to deal with change
• View of Organization as fluid, adaptive system with intelligent beings
• Recognition of the limits of external control to establish order
• Role of intelligent control that allow self organization to establish order
• Overall problem solving approach that:
• Consider employees as skilled, valuable stakeholders in management team
• Rely on collective ability of teams in mechanising solving basic problems
• Limiting upfront planning and lay stress and adaptability to changing
condition
I. Traditional Management Theory
II. Agile Methodologies

5. PROJECT MANAGER AS VISIONARY LEADER
• PM’s:
• Combine business vision
• Communication skills
• Technical savvy
• Plan, coordinate and execute
• Leaders:
• Keeps spot light on vision
• Inspire the team
• Focus on being leader
• Promote teamwork and collaboration
• Removes obstacles to progress
I. Traditional Management Theory
II. Agile Methodologies
III. Project Manager as Visionary
Leader

6. AGILE PHILOSOPHY
• Since living systems are complex they still have a full time interactions
to co-exist
• The interaction between agents is governed by simple localized rules.
• The agents in interactions allow them to self-organize the system to
reach dominating force on the situation
• These complex self-organization are adaptive and different in every
case
• Some Holistic patterns will emerge that govern the behavior of the
agent
• These systems will co-evolve with the environment to reach the
dynamic equilibrium at which continuous adaptation and learning
balance out.
I. Traditional Management Theory
II. Agile Methodologies
III. Project Manager as Visionary
Leader
IV. Agile Philosophy

7. PRINCIPLES OF AGILE PROJECT
1. Guiding Vision
2. Team Work and Collaboration
3. Simple Rules
4. Open Information
5. Light Touch
6. Agile Vigilance
I. Traditional Management Theory
II. Agile Methodologies
III. Project Manager as Visionary
Leader
IV. Agile Philosophy
V. Principles of Agile Project

8. GUIDING VISION
Definition: Establishing a broad project vision and express it through set of
words and expectation of possible actions
How To do it:
- Guide the team
- Continuously influence team (disseminating and sustaining guiding vision)
- Work closely with your customer to understand closely vision of project
- Always support business goals
- Keep them focused on target
- Inspired by the success to achieve the ultimate goal
I. Traditional Management Theory
II. Agile Methodologies
III. Project Manager as Visionary
Leader
IV. Agile Philosophy
V. Principles of Agile Project
A. Guiding Vision

9. TEAM WORK AND COLLABORATION
Definition: To facilitate collaboration and team work through relationships community
How to do it:
- Establish good relation conditions
- Help team members to know each other
- Propose a working relationship model
- Create opportunities and right conditions
- Select right attitude, adaptable and intervene to stop disrespectful behavior
- Define the roles of experts and learning goals to be clearly defined
- Establish team problem solving within local space
- Encourage collaboration try to help members who are shy seeking help
- Establish a regular day group order
- Celebrating success and milestones with nominal gifts
I. Traditional Management Theory
II. Agile Methodologies
III. Project Manager as Visionary
Leader
IV. Agile Philosophy
V. Principles of Agile Project
A. Guiding Vision
B. Team Work and Collaboration

10. SIMPLE RULES
Definition: Establish and support the team’s set of guiding practice
How to do it:
- Set and follow simple rules
- Ability to modify practices and add new practices (when applicable)
- Encourage the team to try certain practices to see the value
- Set simple generative rules and set clear boundaries
- Don’t restrict the autonomy or team creativity
- Look to opportunities to adjust and improve
I. Traditional Management Theory
II. Agile Methodologies
III. Project Manager as Visionary
Leader
IV. Agile Philosophy
V. Principles of Agile Project
A. Guiding Vision
B. Team Work and Collaboration
C. Simple Rules

11. OPEN INFORMATION
Definition: Provide open access to information
How to do it:
- Interactions between members and exchange information
- Information should be open and free flowing
- Visible documentation
- Open exchange information
- Place member in close proximity to each other when possible
- Make use of information on a visible medium
- Public project status report instead of status meeting
- Establish daily status meeting to promote flow and exchange of information
- Open information exchange between experts and team
I. Traditional Management Theory
II. Agile Methodologies
III. Project Manager as Visionary
Leader
IV. Agile Philosophy
V. Principles of Agile Project
A. Guiding Vision
B. Team Work and Collaboration
C. Simple Rules
D. Open Information

12. LIGHT TOUCH
Definition: Apply just a slight control to maintain adequate order
How to do it:
• Recognize that we cannot really plan it all as we don’t know everything in advance.
• We don’t really know when things will get done in advance hence we cannot pinpoint
exactly at which point they will be done.
• Light touch is high enough level to allow the team to innovate, create rapid response to
dynamic change of environments
• With vision guiding the members will be driven by function rather than task.
• They will adapt a solution to the changing situation and follow a more organic model
rather than a rigid command and control structure.
• Always give the team chance and time to organize.
• This team will bring dynamic innovative solutions with full continuous adaptation
practice.
I. Traditional Management Theory
II. Agile Methodologies
III. Project Manager as Visionary
Leader
IV. Agile Philosophy
V. Principles of Agile Project
A. Guiding Vision
B. Team Work and Collaboration
C. Simple Rules
D. Open Information
E. Light Touch

13. AGILE VIGILANCE
Definition: Constantly monitoring and adjusting.
How to do it:
• Monitor progress, keep a finger on the pulse of team
• Must trust your team peers and process
• Reinforce guiding vision every time
• Continuously encourage teamwork and collaboration Set simple rules and
conduct process reflection Break barriers of information sharing
• Motivate and reward initiative, recognize and encourage self organization
and manage expectation
I. Traditional Management Theory
II. Agile Methodologies
III. Project Manager as Visionary
Leader
IV. Agile Philosophy
V. Principles of Agile Project
A. Guiding Vision
B. Team Work and Collaboration
C. Simple Rules
D. Open Information
E. Light Touch
F. Agile Vigilance

14. REFERENCES
• Wheatly, Margaret. Leadership and the New Science:
Discovering Order in a Chaotic World. Berrett-Khoehler
Publishers, 1999.
• Cockburn, Alistair. Agile Software Development. Addison
Wesley Longman, 2001.
• The original wiki web site is http://c2.com/cgi-bin/wiki.
• Agile Project management. CC Pace Systems, 2011.
I. Traditional Management Theory
II. Agile Methodologies
III. Project Manager as Visionary
Leader
IV. Agile Philosophy
V. Principles of Agile Project
A. Guiding Vision
B. Team Work and Collaboration
C. Simple Rules
D. Open Information
E. Light Touch
F. Agile Vigilance
VI. References