Agile Project Management is an exciting methodology to manage complex projects. It’s mainly used in software development but can be used in any discipline. This presentation explores the benefits of using Agile, a case study which purposely isn't software and a consideration of the leadership styles required to make an Agile project a success. It was originally developed for TC World Bangalore and later adapted for GALA as a webinar.

1. 1Agile Project Management: Methodology and Impact. @RichardMBrooks
AGILE LOCALIZATION
Agile Project Management: Methodology and Impact
Thursday 19th June 2014
11AM EDT
@RichardMBrooks
Richard.Brooks@k-international.com
+44 1908 557 900
www.k-international.com

2. 2Agile Project Management: Methodology and Impact. @RichardMBrooks
HELLORichard Brooks. CEO K International
@RichardMBrooks
+44 1908557 900
Richard.Brooks@K-International.com
www.k-international.com

3. 3Agile Project Management: Methodology and Impact. @RichardMBrooks
AGENDA
TODAY’S CONTENT
BEING AGILE
A brief history of Agile Project
Management.
UNDERSTANDING AGILE
How its used at the moment
and the implications for the
localization process.
A Case Study!
(not about software
localization)
WORKING IN AGILE
The leadership styles needed
to deliver a successful Agile
project.

4. 4Agile Project Management: Methodology and Impact. @RichardMBrooks
Agile

5. 5Agile Project Management: Methodology and Impact. @RichardMBrooks
AGILE METHODOLOGY
• Some assumptions: you know what Project Management is. And are familiar
with the terms, Waterfall, Agile, Iteration, Sprint, Scrum… if not here’s a quick
intro…
• Agile breaks a big projects down into a series of small development tasks
(called ‘sprints’). Teams then work on this sprints. They deliver tangible
results and feedback to the rest of the team. This can sometimes change the
process.
• Process naturally encourages innovation, process evolves quickly.
• A close knit team is a must. Daily stand-up meetings held (either virtually or
physically). All members treated as equals. Leaderless leadership.
• “Good project management is boring” < Agile is exciting!
5 MINUTES

6. 6Agile Project Management: Methodology and Impact. @RichardMBrooks
THE NEED FOR CHANGE
Standish Group
Data taken from Standish Group’s
survey on software failure and
success rates in the US.
So… In 2009 in the US companies
spent almost $500BN on application
development, meaning $103BN was
wasted.
More complexity needs different
methodologies.
SOFTWARE PROJECT MANAGEMENT
32%
Success
44%
Challenged
24%
Failed

7. 7Agile Project Management: Methodology and Impact. @RichardMBrooks
AGILE MANIFESTO
INSIGHT & ANALYSIS
In 2001 a group of software and project managers got together to share success stories. In doing this they
created the Agile Manifesto which is a statement of values for successful software development. It is only
75 words:
“We are uncovering better ways of developing software by doing it and helping others.
Through this work we have come to value:
Individuals and interactions over process and tools
Working software over comprehensive documents
Customer collaboration over contract negotiation
Responding to change over following a plan
That is while there is value in the items on the right, we value the items on the left more”

8. 8Agile Project Management: Methodology and Impact. @RichardMBrooks

9. 9Agile Project Management: Methodology and Impact. @RichardMBrooks
AGILE BEATS WATERFALL
3 EXAMPLES… MANY MORE ONLINE
48%
38%
26%
0%
10%
20%
30%
40%
50%
60%
Example 1 Example 2 Example 3
48%productivity increase
over traditional methods (Harvard, MacCormack
1998)…
38% reduction in time to produce working
software (Boston College, Fichman et al 1999)…
26% of developers had improvements of 50%
(Harvard, MacCormack 1998)…
Loads more facts online.
% Respondents

10. 10Agile Project Management: Methodology and Impact. @RichardMBrooks
COST OF MAKING CHANGES
EARLY TO REDUCE COSTS
Stolen from Peter Reynolds
(@peterrey).
Although specifically about
the investment in
terminology can/is used to
demonstrate benefits of
localizing fast moving
products using the Agile
Method.

11. 11Agile Project Management: Methodology and Impact. @RichardMBrooks
Case Study
Localization of 8000 food products
36 regions.Translation, Legal Review & Artwork.

12. 12Agile Project Management: Methodology and Impact. @RichardMBrooks
BUILD THE TEAM
Social integration of teams…. Leads
to greater trust and openness. Vital
for cross departmental and inter-
company teams.
Regular workdays planned at each
other’s sites.
Weekly stand-up face-to-face
update.
Online community established.
Social media encouraged.
CENSORED

13. 13Agile Project Management: Methodology and Impact. @RichardMBrooks
INTEGRATED REPORTING
Extract from ‘top pocket’ guide
Alignment of reporting across
whole supply chain.
KPIs developed to allow
transparency and integration
into ‘bigger picture’. Catch-up
meetings held each Monday
morning.
Systems integrated to output
‘standard’ KPIs – which is then
rolled up into Excel (client’s
choice not mine).

14. 14Agile Project Management: Methodology and Impact. @RichardMBrooks
INDEPENDENT TECHNOLOGY
Independent workflow/tools
preferred. With multiple
vendors on the project
agnostic tools important.
Extensive use of Skype, Google
Docs, Whatsap, IM.
Open TMS, SMT, CAT,
Glossaries to everyone in the
supply chain.
API Link
Loc Workflow.
• TMs
• SMT
• Termbases
• Glossaries
• Translation
environment
• Etc

15. 15Agile Project Management: Methodology and Impact. @RichardMBrooks
TANGIBLE BENEFITS
Client Benefits
• Lower overall costs
• Reduced time to market
• Dynamic product needs quick
updates
• Internal systems improved
• Process became source of
competitive advantage
Vendor Benefits
• Higher margins – profits up
• Flatter demand for services – lower
capital costs
• Innovation – barriers to
entry/diversification
• Better use of technology
• Deeper relationship with client
• Movement towards consultative
relationship

16. 16Agile Project Management: Methodology and Impact. @RichardMBrooks
KEY LEARNING POINTS
• Agile project management can be used to
great effect in areas out side of software
localization/software project management.
• Close integration of the outsourced team is a
must. 20% of my teams time is spent on site
at client/other vendors. Skype, IM, Social
Media cloud technologies are a must.
• Technology must integrate. Remove reliance
on email, now real-time notification of source
changes (ESKO). Demonstrates benefits to
client of controlled authoring.
• Dynamically share all language assets across
the supply chain.
• Be prepared to re-engineer the process mid
process and keep changing it.
• Style of Project & Account Management is
difference from tradition approach. Big
benefits come from KAM.
AT LAST WE ARE EQUALS IN THE PROCESS.
• Last point… this is about people (Individuals
and interactions over process and tools)…
Challenge your leadership style. >>>>>
AGILE LOCALIZATION TOP TIPS

17. 17Agile Project Management: Methodology and Impact. @RichardMBrooks
LEADERSHIP
JOHARI WINDOW
Known Unknown
UnknownKnown
Others
Self
1
Open Area
3
Hidden Area
4
Unknown
Area
2
Blind Area

18. 18Agile Project Management: Methodology and Impact. @RichardMBrooks
LEADERSHIP
JOHARI WINDOW
Known Unknown
UnknownKnown
Others
Self
1
Open Area
3
Hidden Area
4
Unknown
Area
2
Blind Area
• ‘Open self/area‘, 'free area‘, 'public area', 'arena‘
• Also known as the 'area of free activity‘
• Information about the person - behaviour, attitude,
feelings, emotion, knowledge, experience, skills,
views, etc -
• Known by the person ('self') and known by the team
('others').
• The aim in any team is to develop the 'open area' for
every person, because when we work in this area
with others we are at our most effective and
productive, and the team is at its most productive
too
• The open free area, or 'the arena‘ - the space where
good communications and cooperation occur, free
from distractions, mistrust, confusion, conflict and
misunderstanding

19. 19Agile Project Management: Methodology and Impact. @RichardMBrooks
LEADERSHIP
JOHARI WINDOW
Known Unknown
UnknownKnown
Others
Self
1
Open Area
3
Hidden Area
4
Unknown
Area
2
Blind Area
• ‘Blind self' or 'blind area' or 'blindspot‘: what is
known about a person by others in the group, but is
unknown by the person him/herself
• Could also be referred to as ignorance about
oneself, or issues in which one is deluded
• Not an effective or productive space for individuals
or groups
• Also include issues that others are deliberately
withholding from a person
• The aim is to reduce this area by seeking or
soliciting feedback from others and thereby to
increase the open area, i.e., to increase self-
awareness
• Team members and managers take responsibility
for reducing the blind area - in turn increasing the
open area - by giving sensitive feedback and
encouraging disclosure
• Managers promote a climate of non-judgemental
feedback, and group response to individual
disclosure, and reduce fear.

20. 20Agile Project Management: Methodology and Impact. @RichardMBrooks
LEADERSHIP
JOHARI WINDOW
Known Unknown
UnknownKnown
Others
Self
1
Open Area
3
Hidden Area
4
Unknown
Area
2
Blind Area
• ‘Hidden self' or 'hidden area' or 'avoided self/area'
or 'facade'
• What is known to ourselves but kept hidden from,
and therefore unknown, to others
• Represents information, feelings , etc, anything that
a person knows about him/self, but which is not
revealed or is kept hidden from others
• Also include sensitivities, fears, hidden agendas,
manipulative intentions, secrets - anything that a
person knows but does not reveal
• Relevant hidden information and feelings, etc,
should be moved into the open area through the
process of 'self-disclosure' and 'exposure process'
• Organizational culture and working atmosphere
have a major influence on team members‘
preparedness to disclose their hidden selves
• The extent to which an individual discloses personal
feelings and information, and the issues which are
disclosed, and to whom, must always be at the
individual's own discretion

21. 21Agile Project Management: Methodology and Impact. @RichardMBrooks
LEADERSHIP
JOHARI WINDOW
Known Unknown
UnknownKnown
Others
Self
1
Open Area
3
Hidden Area
4
Unknown
Area
2
Blind Area
• ‘Unknown self‘, 'area of unknown activity‘, 'unknown
area'
• Information, feelings, latent abilities, aptitudes,
experiences etc, that are unknown to the person
him/herself and unknown to others in the group
• Can be prompted through self-discovery or observation
by others, or through collective or mutual discovery
• Again as with disclosure and soliciting feedback, the
process of self discovery is a sensitive one
• Uncovering 'hidden talents' - that is unknown aptitudes
and skills, not to be confused with developing the
Johari 'hidden area' - is another aspect of developing
the unknown area, and is not so sensitive as unknown
feelings
• Managers and leaders can create an environment that
encourages self-discovery, and to promote the
processes of self discovery, constructive observation
and feedback among team members
• The unknown area could also include repressed or
subconscious feelings rooted in formative events and
traumatic past experiences, which can stay unknown
for a lifetime

22. 22Agile Project Management: Methodology and Impact. @RichardMBrooks
Known Unknown
UnknownKnown
Others
Self
1
Open Area
3
Hidden Area
4
Unknown
Area
2
Blind Area
Known Unknown
UnknownKnown
Others
Self
1
Open Area
3
Hidden Area
4
Unknown
Area
2
Blind
Area
Established TeamNew Team

23. 23Agile Project Management: Methodology and Impact. @RichardMBrooks
Storming
(leader needed to coach)
Forming
(team dependant on leader)
Norming
(leader needed to facilitate)
Performing
(delegation stage)
time
performance

24. 24Agile Project Management: Methodology and Impact. @RichardMBrooks
AGILE LEADERSHIP
USING THE JOHARI WINDOW
Known Unknown
UnknownKnown
Others
Self
1
Open Area
3
Hidden Area
4
Unknown
Area
2
Blind Area
• Generic Strategies to help/speed up transition
• A: Feedback solicitation
• B: Self-discovery/exposure
• C: Shared discovery
• D: Self discovery
• E: Others’ observations
• EQ more important than IQ!!!
A
B C E
D

25. 25Agile Project Management: Methodology and Impact. @RichardMBrooks
You all
right fatty?

26. 26Agile Project Management: Methodology and Impact. @RichardMBrooks
Richard Brooks
uk.linkedin.com/in/richardbrooks
twitter.com/@RichardMBrooks
plus.google.com/+RichardBrooks_L10N
0044 1908 557913
Richard.Brooks@k-international.com
www.k-international.com