Agile Thailand 2012

1. Agile in Waterfall
Kamon Treetampinij
(Korn4D)

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. 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. 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. “Don’t think the project
will run itself”

6. “The project manager is
the coordinator”

7. What is project?
“A project can be defined as a temporary
endeavor undertaken to create a unique
product or service”
PMI

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. Project Life Cycle
•
•
•
•
Initiation
Planning
Execution and controlling
Closure

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. Team Lifecycle
1.
2.
3.
4.
5.
Forming - Directing
Storming - Coaching
Norming - Facilitating
Performing - Delegating
Adjourning - Finalizing
Tuckman's stages of group development

13. Leadership

14. 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

15. How to earn trust
Meeting commitment
=
Gaining trust

16. 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

17. “Listen before
tell me what to do”

18. “Dictation encourages
mediocre work performance”

19. 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.

20. 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

21. 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

22. Delegating Authority
Allowing team members to fail.
It is where learning begins.

23. 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.

24. Avoiding Pitfalls
•
•
•
•
Don’t Mistake Processes for Real Work
Avoid Micromanagement
Don’t Ignore Conflict
Be Honest About Your Mistakes

25. 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.

26. 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.

27. End