The Trend of Working Style - From Traditional to Agile Work

The Trend of Working Style From Traditional Work to Agile Work
Trend: The mainstream of traditional projects for 30 years
Project management management history
the 50s
80's
10's
Software project management
Project Plan
Development Plan
Resource plan
Test Plan
Risk plan
...
WPS work breakdown
Project execution and tracking
Progress tracking
Measurement: workload input, output
change
Project closing and summary
measure
Evaluation
Trend: The IT industry flourished in the 1990s
Enterprise Informationization and IT Enterprise
Create and use information
Business person to business person
The value of information
Efficiency/time/input-output ratio
The road to software industrialization
From workshop to workshop
From guerrilla to legion
Large-scale integrated development
Specialization
Matrix structure organization
Trend: What is IT in the 2000s
IT is not an industry
IT is a popular technology
What service to provide is more important than what technology to use
Who pays determines the production method
Changes in the way humans use information
More products, more services
Real economy to attention economy
Shorter and shorter waiting periods
More important than quality is speed
Internet companies and software companies
Tool vendors and service providers
Who will pay
Information creation and consumers
Social man to social man
The value of information
consumption
Trend: 20 years of non-mainstream self-organization projects
Agile historical events
30 years ago
The first 10 years
Next 10 years
Contemporary historical stories
The prosperity of the Internet
e-mail
dotcom economy
search engine
Internet bubble
Enterprise informatization and information culture
Enterprise Information
Can only be agile
Agile is not proposed all at once
Just a flag
Changes in the R&D organization
Multi-arms group
Special Forces Squad
Matrix structure imbalance
Organizational improvement
Managers’ concerns
1. Can managers still control agile teams?
2. Will the project manager no longer matter?
3. Too many special treatments for agile teams?
4. Without documentation, is the maintenance cost huge?
5. Will the organizational culture and the team be incompatible?
Scrum values
Training and support
Agile Club
Agile practice upgrade
Scrum Of Scrums
Agile capability model & agile evaluation
No silver bullet
Management still has command in agile. If the current management style of the management is comprehensive, without detailed command and control, then when agile is introduced, changes need to be made, instead of focusing on the big and letting go of the small, turning to high-level guidance and adopting a service-based management approach. In short, agile teams still need management guidance, but they don’t need overly detailed, imperative guidance.
Scrum application and extended thinking
core
people oriented
Experience first
Accumulated, not measured
More theme apps
Big things in sticky notes
Karma
It's not too late to know today
The front row is pig, the back row is chicken
Scrum analysis practice
Scrum evaluation
Scrum trend quotes
Introduction to Scrum Framework
Based on empiricism-empirical process control theory
Character
PO
DevlopmentTeam
Weak division of labor
Does not include workers in specific fields such as business analysis and testing
Scrum Master
event
Sprint
Sprint planning meeting
Daily Standing Meeting
Key inspection and adaptation meeting
Not reporting
But for incremental delivery
Sprint review
Sprint reflection
Artifact
Product Backlog
Sprint Backlog
Increment
Deliverable functionality can be "incremented"
Must define the "done" standard
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