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PMI EMEA Global Congress: Integrating Agile in a Waterfall World

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Although many practitioners take a black and white stance regarding agile, you can benefit from a shade of gray. If you are part of an enterprise organization it is likely that a large majority of …

Although many practitioners take a black and white stance regarding agile, you can benefit from a shade of gray. If you are part of an enterprise organization it is likely that a large majority of projects are run using the traditional waterfall approach to project management; gray agile projects can fit in this world. In this workshop you will take a fresh look at the benefits and challenges of implementing agile projects in a waterfall world.
Learning Objectives

* Learn how agile in an enterprise (non-software) company differs from agile in a small software company and what can be expected.
* Learn why “agile vs. waterfall” is not a valid proposition and four alternatives for managing increasingly agile projects.
* Learn how to successfully mix agile and sequential project models in a single project.

Although many practitioners take a black and white stance regarding agile, you can benefit from a shade of gray. If you are part of an enterprise organization it is likely that a large majority of projects are run using the traditional waterfall approach to project management. Gray agile projects can fit in this world. In this workshop you will take a fresh look at the benefits and challenges of implementing agile projects in a waterfall world.

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  • We have a bad rap. In the last 28 years I have worked with organizations around the world (South Africa, New Zealand, Australia, USA, Hong Kong & UK) in large and small businesses and government. I can count on the fingers of one hand the real Project Managers I've had the privilege to work with. in the beginning of a release you hear "estimates are way too high, trim them down" ... at the end of the release "R&D is late again".Project manager who assigns the tasks for all 30 people in the project during planning and tracks on why did a task took a team member 4 hours if it was estimated as 2 (that's 100% overrun, mind you).Project manager who adds 10 newcomers to a late project despite R&D begging him not to do so.Project manager demanding quality, content and schedule then keeps adding "small" features.
  • You may have come here to get some tips on how to make agile projects work in your waterfall context. And you will get those. But that isn’t enough.If I am to do my job and help you be successful integrating agile in a waterfall world, I need to take you Down a different path, one that will ultimately lead to success in truly integration.One thing to ask your self over and over is WHY!??
  • Tell the curry storyBefore You can know how to use something you have to know where it comes from and why it is used.Cargo cults result if you don’tRobot Agile, robot waterfall both are bad.
  • Everyone knows this one… who can quote it for me?
  • But what about product management?Most IT projects are really some part of a product lifecycle. Start, upgrade, decomissionoing
  • This is one of those places where you can slip into the evil side of PM… the reputation watch out for this…You must manage the plan, don’t let the plan manage you“In XP there [is] no PM at all to prevent the bad abuse of project management and unuseful middle management”==============One of my favourites is something I call management schizofrenia: in the beginning of a release you hear "estimates are way too high, trim them down" ... at the end of the release "R&D is late again".Project manager who assigns the tasks for all 30 people in the project during planning and tracks on why did a task took a team member 4 hours if it was estimated as 2 (that's 100% overrun, mind you).Project manager who adds 10 newcomers to a late project despite R&D begging him not to do so.Project manager demanding quality, content and schedule then keeps adding "small" features.Management promissing features to customers without even asking R&D if it's possible.Managing by excell. Corolary: team must use excell for their sprint backlog so that the PM might have a look.Anyway, I think the "evil" you hear has 2 main causes:1. stereotyping. In my many years in the industry I have never seen a project manager behaving the way you described. So all the swans are black :)2. Agile movement has it's roots directly in the frustration with the traditional methods (management included). So i'd say it's kind of normal that frustrated people will be more vocal against "the others".
  • We feel this we know it viserally. But why? >>> Next
  • Yes it is a tiny slide. That’s the point. How can the agile team expect to have a substantive impact on the enterprise. No Product OwnerNo Direct Tie to Customer ValueNo Direct CustomerSo what do you do about it???? DISCUSSION
  • Two distinct visions of the world two paradigms for understanding work. Pair up, what do you have? Projects or products? What will you do with that information?You could….focus on the product level or focus on the project… what will you do? Change the organiazation
  • This may drive your PMO crazy. But ask WHY!!! Why do they want to know xyz is scheduled for week 5. Maybe that is a coordination point and needs to be planned as a minor release.
  • This is the obvious but sometimes it helps to have someone who ahs done it tell you UES your thinking is right.
  • Scope ScheduleBudgetThis isn’t rocket science. But often we need someone to tell us what we think is right, is actually right. Fixed Scope projects are never fixed scope. There are always other things that are desired.Velocity might change what is in the project, or might just cause the project to end earlyAny new work identified either pushes out work from the current backlog or pushes the red line down (increases scope), no other optionThe product backlog can grow to whatever it wants to be. Nothing even small features get added to the proJECT backlogHold firm. Your job is to make the management aware of what they are asking. Budget management is very similarAsk me to reduce the budget and the answer is sure. How much scope do you want to cut? Velocity and burn rate = budgetBurn rate = $$ per iteration Increase velocity and you recuce budget. Ways increase Velocity: add people? Increases $$ per iterationRemove ImpedimentsContinuous integrationAutomated testingVertically integrated teams
  • It’s not a choice between good and evil. Both agile and waterfall have their palace.But let’s think between and beyond agile and waterfall. Struggle with this. There has to be some middle ground. Small group pair share. What are alternatives.IncrementalIterativeAgile/AdaptiveLean
  • A framework for thinking about mixed agile/waterfallPush lean as far as you can up the non-agile chain.
  • If we as project managers can do just one thing let it be “Servant Leadership” if you get that right, the other things will flow.
  • Always ask WHY.

Transcript

  • 1. Integrating Agile in a Waterfall WorldSession #TRN02
    Joseph Flahiff
    Whitewater Projects, Inc.
    “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010 Permission is granted to PMI for PMI® Marketplace use only
  • 2. We feel like this guy
  • 3. PMs In the eyes of Agileists
    Presentation Title
  • 4. Where is the Disconnect?
  • 5. Presentation Title
    Why?
  • 6. Where are we going?
    Agile in What Context
    Mixed Planning
    Options
    A Better Way
  • 7. Agile in What Context?
  • 8. Project Management
    A project is a temporary endeavor undertaken to create a unique product, service or result.
  • 9. Product Management
    An organizational life-cycle function within a company dealing with the planning or forecasting or marketing of a product or products at all stages of the product life-cycle.
  • 10. Presentation Title
    Triple constraint
  • 11. Agile in a NON-software Company
    Agile in a software Company
  • 12. Agile in an Enterprise
  • 13. Projects or Products?
  • 14. Where are we going?
    Agile in What Context
    Mixed Planning
    Options
    A Better Way
  • 15. WBS!
    Iteration based
    Feature based
    Release based
  • 16. Two Basic Models
    Iteration Based
    Feature / Release Based
    Feature 1
    Iteration Time boxes
    Feature 1
    Epics
  • 17. Hybrid Model
    Release
    Feature 1
    Feature 1 Epics
    Feature 2
    Feature 3
  • 18. Hybrid Model
  • 19.
  • 20. Scope & Schedule Management
    Velocity
    Velocity +Burn rate
    Project
    Backlog
    63 points
    Product Backlog
    Presentation Title
  • 21. Where are we going?
    Agile in What context
    Mixed Planning
    Options
    A Better Way
  • 22. Either Agile or Waterfall
    22
  • 23. Sequential (Waterfall)
    Scoping
    Planning
    Build
    Test
    Close
    Deploy
    Incremental
    Close
    Deploy
    Scoping
    Planning
    Build
    Test
    Iterative
    Scoping
    Planning
    Build
    Test
    Feedback
    Close
    Deploy
    Agile
    Scoping
    Planning
    Build
    Test
    Feedback
    Close
    Deploy
  • 24. Problem Type
    Question
    Planning
    None
    Tame
    Sequential
    Upfront
    None
    Incremental
    How
    Iterative
    Wicked
    Why
    Just in time
    Agile
  • 25.
  • 26. Envelope Method
  • 27. Where are we going?
    Agile in What context
    Mixed Planning
    Options
    A Better Way
  • 28. …to help their teams be successful, the "bearers of water and removers of boulders", who have the backbone to resist unreasonable demands, who clearly explain the impact of management decisions, who can motivate the team to meet a crisis deadline ONLY when it is really a crisis and who otherwise understand the importance of sustainable pace. They fight the petty fights and protect their teams from the dysfunction around them.
    Servant Leadership
  • 29. Q&A
  • 30. to help their teams be successful, the "bearers of water and removers of boulders", who have the backbone to resist unreasonable demands, who clearly explain the impact of management decisions, who can motivate the team to meet a crisis deadline ONLY when it is really a crisis and who otherwise understand the importance of sustainable pace. They fight the petty fights and protect their teams from the dysfunction around them.
    Servant Leadership
  • 31. Your Name Here
  • 32. Joseph Flahiff
    Joseph@josephflahiff.com
    Tel: 888.831.9904
    Direct: 206.276.1386
    www.whitewaterprojects.com
    www.twitter.com/a/joseph_flahiff
    http://www.linkedin.com/in/josephflahiff
    Session #TRN02