Agile in a Waterfall World - San diego PMI Conference


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How to integrate agile in a waterfall organization. Presented live at the San Diego PMI Conference on May 14, 2010

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  • Too many questions to go in depth. We will have to keep it short.
  • So you are mixing Agile and WaterfallWHY?!
  • First understand what you want to get our of agileWhy do you want to mix agile and waterfallOn the phone with the Sales team briefing them on the EBR project.It was one of my project recovery assignments. When I told them we would have monthly releases they literally applauded.
  • The CHALLENGE!!A big Why; Why is Agile different in an enterprise?APO Absent PO.PPO Plural PO.
  • The Envelope methodGet a few envelopes and put them one inside the other. Use this as a visual for the sessionUAT is in both Agile and predictive. Ideally all done in Agile but not there yet. Also might need to coordinate UAT with non agile projects this would be outside the sprints.
  • If I were to ask you what this is. Some of you might know. Why? Well I will tell you
  • Exec/ Directors and many managers don’t understand Agile. And to be honest They don’t care. empirical process and lean Fixed scope projects are really a myth. I have never been on a project that didn’t have changes. Changes = not FIXED scope.
  • Thought about this picture but I think it leaves the wrong impressionBurn rate is traditional Agile approach. Works in Product mgt. situationHelped out a little by using Velocity and burn up to calculate “end date” or “Estimated End Date”Agile EV is beyond the scope of this talk but there is such a thing. However it is very cutting edge, at least 3 versions that I found in my researchPoints estimated. My approach we are developing on my project.
  • PXM or PPM - Parallel Execution (or) Planning Method
  • If I were to ask you what this is. Some of you might know. Why? Well I will tell you
  • How many people have had to deal with % allocated people. People who were less than 100% on your project? Can anyone tell me why this is fatal to an agile project? - or if they aren’t active “If I were to ask you why this is fatal to an agile project, I bet you would say…”
  • I do not recommend trying to do agile with % allocated staff. It won’t work. You can not COMMIT to something if you are on production support. Contractors = DEV = IP walks at the end of the projectContractors = PROD = Slow response/Poor Customer Service
  • So how do you succeed in mixing agile and waterfall in your Enterprise. Understand that you are making an emulsion not a mixture.Prepare for your staffing by Never Stop succeed shaking!
  • STOP And Ask WHY
  • Agile in a Waterfall World - San diego PMI Conference

    1. 1. When Worlds<br />Integrating agile in a waterfall world 1.x<br />COLLIDE<br />
    2. 2.
    3. 3. What is Mixed Agile/Waterfall<br />Agile<br />Iterative <br />Scrum<br />eXtreme<br />Lean<br />Kanban<br />Waterfall<br />Traditional<br />Sequential<br />© 2010 Whitewater Projects ,Inc.<br /><br />
    4. 4. You can succeed, Mixing Agile and Waterfall in your Enterprise<br />How do you mix agile and sequential project approaches in a single project?<br />How do you report in mixed portfolios?<br />What unique issues are there in staffing agile projects in an enterprise org?<br />© 2010 Whitewater Projects ,Inc.<br /><br />
    5. 5. About Joseph<br />PMP - AND – CSP<br />Trainer and presenter<br />Host of podcast <br /> “Today’s Thinking in Enterprise Agile”<br />PM for major projects at Regence<br />Transparency $8M-3yr Web project<br />Recovery Projects – Projects in Danger<br />HIPAA 5010 – <br />$20M - 2.5 years<br />EDI Upgrade & Federal Mandate<br />5 Scrum Teams<br />~100 Team members<br />
    6. 6. About Regence<br />2.5 Million Lives<br />4 States (Washington, Oregon, Idaho, Utah)<br />Coverage includes:<br />individual and group <br />Medical, dental, vision and life insurance,<br />Medicare and other government programs, <br />Pharmacy benefit management<br />
    7. 7. The Regence Cause<br />We will transform<br />health care, reducing<br />the tyranny of health care<br />waste, confusion and<br />threats for our members<br />and their families.<br />© 2010 Whitewater Projects ,Inc.<br /><br />
    8. 8. Mixing Agile & Waterfall<br />
    9. 9. Why do you want to?<br />© 2010 Whitewater Projects ,Inc.<br /><br />
    10. 10. Product Owner<br />Sales<br />Mktg<br />Admin<br />Etc..<br />Software Development<br />Primary Product Line <br />Sales Dept<br />Mktg Dept<br />Strat Com Dept<br />Prod Dev<br />Dept<br />APO<br />Absent<br />Product<br />Owner<br />PPO<br />Plural <br />Product<br />Owner<br />IT Department<br />DB <br />DB <br />App<br />Dev<br />DB <br />DB <br />DB <br />Infra-structure<br />© 2010 Whitewater Projects ,Inc.<br /><br />
    11. 11. A Framework for mixed <br />© 2010 Whitewater Projects ,Inc.<br /><br />
    12. 12. Reporting in Mixed Portfolios<br />
    13. 13. Why do we report status?<br />Calm the Questions<br />Call to Acation<br />© 2010 Whitewater Projects ,Inc.<br /><br />
    14. 14. Standard Reporting<br />Schedule<br />Burn up, Burn Down<br />Budget<br />Staffing=Budget=Burn rate<br />“Fixed” Scope Projects<br />Scope<br />Backlog<br />© 2010 Whitewater Projects ,Inc.<br /><br />
    15. 15. Release 1 Status<br />At our current velocity we will not complete all release 1 features until 6/10/2010<br />Added 35 point story<br />No scope removed, yet.<br />200 points remaining<br />~24 point velocity<br />Delivery Sprint for the1/30 Release<br />Burn UP<br /><ul><li>Project
    16. 16. Points Completed
    17. 17. Stories DONE</li></ul>© 2010 Whitewater Projects ,Inc.<br /><br />
    18. 18. Sprint 31: ReviewBurndown<br /><ul><li>Lost velocity Possible causes?
    19. 19. Project Ownership transition
    20. 20. Illnesses</li></ul>Burn Down<br /><ul><li>Intra-sprint
    21. 21. Hours Remaining</li></ul>© 2010 Whitewater Projects ,Inc.<br /><br />
    22. 22. Budget<br />Burn rate planning approach<br /> Velocity to Calculate Duration<br />Detailed Agile EV<br />Point Estimated <br />© 2010 Whitewater Projects ,Inc.<br /><br />
    23. 23. Points Estimated Budget<br />© 2010 Whitewater Projects ,Inc.<br /><br />
    24. 24. Standard Reporting<br />© 2010 Whitewater Projects ,Inc.<br /><br />
    25. 25. Staffing Agile Projects<br />
    26. 26. Staffing an Enterprise Agile project<br />© 2010 Whitewater Projects ,Inc.<br /><br />
    27. 27. 3 answers none of them good<br />Fight for 100% allocation – This is best<br />CD =Contract staff for Development<br />CP=Contract staff for Production<br />© 2010 Whitewater Projects ,Inc.<br /><br />
    28. 28. Q&A<br />
    29. 29. How do you succeed?<br />Mixing Agile & Sequential <br />The Envelope Method<br />Reporting Agile<br />Burn UP<br />Burn DOWN<br />Points Estimated Hours<br />Staffing <br />CD – Contract Development<br />CP – Contract Production <br />© 2010 Whitewater Projects ,Inc.<br /><br />
    30. 30. How do you succeed?<br />ASK WHY<br />
    31. 31. Joseph Flahiff, PMP, CSP<br /><br /><br />Podcast: <br />“Today’s Thinking about Enterprise Agile”<br />Available On iTunes<br />© 2010 Whitewater Projects ,Inc.<br /><br />