From a traditional project manager to an agile leader

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  • Integration ManagementScope ManagementTime ManagementCost ManagementQuality ManagementHuman Resource ManagementCommunications ManagementRisk ManagementProcurement ManagementStakeholder Management
  • MeetingsFacilitatorHelping the team to get rid of impedimentsCoaching team members Helping the team to make decisions.Definition of Done / Definition of ReadyFostering the developer team’s self-organisation.Consulting team members regarding everything Agile.Check and suggest on metricsLearn
  • Openness – “It is impossible for a man to learn what he thinks he already knows.” – EpictetusCourage – “Fortes fortunaadiuvat – fortune favours the brave” – Latin proverb勇气 safety checkRespect – “I speak to everyone in the same way, whether he is the garbage man or the president of the university.” – Albert EinsteinFocus – “Concentrate all your thoughts upon the work at hand. The sun’s rays do not burn until brought to a focus.” – Alexander Graham BellCommitment – “Do, or do not. There is no try.” – Master Yodahttp://www.thenetcircle.com/2011/10/18/the-five-scrum-values-and-why-they-matter/
  • 自我組織,也称自组装,是一系統內部組織化的過程,通常是一開放系統,在沒有外部來源引導或管理之下會自行增加其複雜性。 自组织是从最初的无序系统中各部分之间的局部相互作用,产生某种全局有序或协调的形式的一种过程。这种过程是自发产生的,它不由任何中介或系统内部或外部的子系统所主导或控制。Self-organization is a process where some form of global order or coordination arises out of the local interactions between the components of an initially disordered system. This process is spontaneous: it is not directed or controlled by any agent or subsystem inside or outside of the system; however, the laws followed by the process and its initial conditions may have been chosen or caused by an agent. It is often triggered by random fluctuations that are amplified by positive feedback. The resulting organization is wholly decentralized or distributed over all the components of the system. As such it is typically very robust and able to survive and self-repair substantial damage or perturbations. Inchaos theory it is discussed in terms of islands of predictability in a sea of chaotic unpredictability
  • 弓弦乐器:小提琴、中提琴、大提琴、低音提琴木管乐器:长笛、短笛、单簧管、双簧管、巴松管、低音大管铜管乐器:小号、长号、法国号、大号打击乐器:定音鼓、小鼓、大鼓、钢片琴、钢琴
  • Know thy timeWhat can I contributeMake strength productiveFirst things firstDecision makingEffective decisions
  • From a traditional project manager to an agile leader

    1. 1. 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
    2. 2. Challenges and the weapon • Change • Planning • Monitor and Control
    3. 3. 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
    4. 4. Current tools
    5. 5. What made this happen?
    6. 6. 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
    7. 7. On the road
    8. 8. The best architectures, requirements, and designs emerge from self-organizing teams.
    9. 9. Self organization
    10. 10. Where am I?
    11. 11. “Effectiveness must be learnt”
    12. 12. THANK YOU

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