MindMap Gallery The Trend of Working Style - From Traditional to Agile Work

The Trend of Working Style - From Traditional to Agile Work

Discover what an agile work environment is and see how some forward-thinking organizations are implementing agile working and activity-based.

Edited at 2020-10-10 07:50:59

Fiona_

The Trend of Working Style - From Traditional to Agile Work

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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

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

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

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?

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 values

Training and support

Agile Club

Agile practice upgrade

Scrum Of Scrums

Agile capability model & agile evaluation

No silver bullet