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Agile Project Management in a Waterfall World

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Agile software management methods have helped teams become faster, but until now these methods don’t work well within the traditional phased development environments (waterfall). We demonstrate with case studies and a recent Silicon Valley study how select agile components (sprints, retrospectives, and burn down charts) can be tailored into a new project management model for complex product development. We also show the relevance of cadence, standup meetings and other foundations of the agile methodology in waterfall environments to give you a fresh approach to managing projects.

You will learn:

• How to create the Boundary Conditions to clarify and quantify project risks
• How to break a phased project into Sprints that balance overhead with agility
• How to apply Predictive Metrics to accurately gage progress

Published in: Technology, Business
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Agile Project Management in a Waterfall World

  1. 1. Agile Project Management in a Waterfall World Managing Sprints with Predictive Metrics Kevin Thompson & cPrime Guest Presentation by John Carter February 11, 2014 JOHN CARTER TCGEN INC jcarter@tcgen.com
  2. 2. • • • • MANAGING SPRINTS WITH PREDICTIVE METRICS BIOGRAPHY JOHN CARTER John Carter is Principal of TCGen Inc. and currently serves on the Board of Directors of Cirrus Logic (CRUS). He co-authored “Innovate Products Faster” with Jeanne Bradford, a visual handbook on tools for teams Prior to TCGen, he consulted to leading Silicon Valley technology companies. John was the architect of Apple’s product development process (ANPP) in use by all divisions. Before starting PDC, John was Chief Engineer of BOSE Corporation where he was the co-inventor of Bose’s Noise Cancelling Headphones. He earned his MS in electrical engineering from MIT. 2
  3. 3. MANAGING SPRINTS WITH PREDICTIVE METRICS AGILITY CASE STUDIES - SUCCESS STORIES • Shortening of internationalization of software from 11 months down to 1 month • Reducing time to release from every 8 months down to every 2 months • Having a savings of 40-50% of product development cycle time But all of these successes were in SW… how can we apply to Physical Products/Systems? Conducted research of case studies where Agile methods were applied to Products/Systems with over a dozen participants 2/11/2014 3
  4. 4. MANAGING SPRINTS WITH PREDICTIVE METRICS cPrime & TCGen 2014 Agility Study • Kevin Thompson and John Carter plan a study Agile/Scrum can be applied outside software • We are also exploring the best practices found in coordinating multiple Agile projects • We will use this Webinar TODAY to recruit qualified study participants • If you have had experience in these areas we would like to talk to you! • There is no charge for participation and you will receive an in depth participant report • Participation will require 1-2 hours of time • We will follow up at the end of this talk and ask for participants Are you interested? 2/11/2014 4
  5. 5. MANAGING SPRINTS WITH PREDICTIVE METRICS HOW DO WE APPLY BEST PRACTICES TO HARDWARE? The challenge is how do we apply Agile Software Methods to programs that… • Have components with long lead times? • Development partners that do things their own way? • Long supply chains with components, sub-assemblies, and final assemblies that need integration around the world? • Medical products that require FDA compliance? • Large software platforms that are developed using Waterfall Methods? • …by adopting a couple of changes – easy to say, hard to do 1. AGILE TEAM SOFT SKILLS 2. SHORT INTERVALS WITH FEEDBACK 2/11/2014 5
  6. 6. Freeze the Specs and Don’t Look Back 2/11/2014 MANAGING SPRINTS WITH PREDICTIVE METRICS HOW IS AGILE DIFFERENT FROM WATERFALL? Develop Fast, Learn, Improve 6
  7. 7. 7 2/11/2014 MANAGING SPRINTS WITH PREDICTIVE METRICS KEY AGILE & DEVELOPMENT TERMS
  8. 8. 1. Business people and developers work together daily 2. Projects require motivated individuals, support & trust 3. Face-to-face conversation is most efficient 4. Agile processes promote sustainable development 5. Continuous attention to technical excellence 6. Simplicity---is essential 7. The best designs emerge from self-organizing teams 8. At regular intervals, the team reflects 9. Welcome changing requirements MANAGING SPRINTS WITH PREDICTIVE METRICS AGILE MANIFESTO – HARD TO DO IN SYSTEMS? Software Specific 10. Continuous delivery of valuable software 11. Deliver working software frequently 12. Working software is the measure of progress 75% of the Agile Manifesto CAN apply to development of any type 2/11/2014 http://agilemanifesto.org/ 8
  9. 9. MANAGING SPRINTS WITH PREDICTIVE METRICS SCRUM METHODOLOGY – BEST PRACTICES The most common implementation of the Agile Manifesto is Scrum 2/11/2014 9
  10. 10. MANAGING SPRINTS WITH PREDICTIVE METRICS AGILE METHODOLOGY – BEST PRACTICES Question: What are the most impactful elements of Agile/Scrum applied to SW? The top Four Scrum practices can be applied to Systems too! 2/11/2014 10
  11. 11. Question: What are the most impactful elements of Agile/Scrum applied to Products/Systems? Three of the top “Agile” practices in Systems have little to do with Scrum 2/11/2014 11 MANAGING SPRINTS WITH PREDICTIVE METRICS AGILE METHODOLOGY –APPLIED TO HW/SYSTEMS
  12. 12. MANAGING SPRINTS WITH PREDICTIVE METRICS AGILE METHODOLOGY –APPLIED TO HW/SYSTEMS So why is applying Agile/Scrum to HW/Systems so hard? 2/11/2014 12
  13. 13. MANAGING SPRINTS WITH PREDICTIVE METRICS AGILE METHODOLOGY –APPLIED TO HW/SYSTEMS Because Agile/Scrum is hard It requires higher process literacy And greater cross functional teamwork skills For more sophisticated teams; not for the faint of heart The rest of the presentation takes you through the findings from our study and provides you with some practical ideas for implementation… …starting with the soft side and culture 2/11/2014 13
  14. 14. MANAGING SPRINTS WITH PREDICTIVE METRICS FIRST, APPLY THE FOLLOWING CULTURAL ASPECTS Adopt the concept of 1. High performance teams 2. Self organized teams 3. Trust and empowerment 4. Customer owner & team interacting daily 5. Daily standup meetings AND… • Accept the fact that requirements may change You might just say that this is just common sense! 2/11/2014 14
  15. 15. 1. 2. 3. 4. 5. 2/11/2014 MANAGING SPRINTS WITH PREDICTIVE METRICS THEN, TRANSLATE SCRUM TO WATERFALL User Stories into Boundary Conditions Burn-down charts into Deliverable Hit Rate Sprint into HW intervals Manage the project with Out of Bounds Process Sprint Retrospectives into Event Timeline Retrospectives 15
  16. 16. MANAGING SPRINTS WITH PREDICTIVE METRICS HOW TO SYNCHRONIZE AGILE SW TO PRODUCTS/SYSTEMS Side note Target HW integrations to Sprint End Points • If HW schedules move, target Sprint n+1 or Sprint n+2 Place SW engineers close to metal on HW team to shield SW Use emulation/simulation extensively to buffer the HW/SW interface • PC’s to simulate mobile devices • Custom Sprints to develop emulators And when all else fails…use a very good Project Manager 2/11/2014 16
  17. 17. MANAGING SPRINTS WITH PREDICTIVE METRICS 1. CREATING BOUNDARY CONDITIONS • A program consists of product attributes and program attributes • Boundary conditions typically have both • Create User Stories – Product Attributes • Create budget and schedule – Program Attributes • Select the top 3-7, define limits, and seek agreement with the management team As a <type of user> I want <some goal> so that <some reason> THIS BECOMES YOUR BOUNDARY CONDITIONS… STAY INSIDE THEM AND THE TEAM CAN KEEP MOVING FORWARD! http://www.mountaingoatsoftware.com/topics/user-stories 17
  18. 18. 2/11/2014 MANAGING SPRINTS WITH PREDICTIVE METRICS 1. EXAMPLE BOUNDARY CONDITIONS 18
  19. 19. MANAGING SPRINTS WITH PREDICTIVE METRICS 1. EXAMPLE BOUNDARY BREAK • Deliverable Hit Rate too Slow! • Key Engineer pulled! • Three week delay! 2/11/2014 19
  20. 20. MANAGING SPRINTS WITH PREDICTIVE METRICS 2. TRANSLATE BURNDOWNS INTO DELIVERABLE HIT RATE Identify the key requirements that should be satisfied during an interval • Can be features implemented • Can be tests validated • Can be tasks performed • Can be a customized metric of progress This list of requirements can vary from interval to interval • Front end is more definition loaded • Middle is more task loaded • Back end is more validation loaded Create a target curve over the sprint interval • Don’t get too stressed out over perfection • Assume that the events can be distributed evenly, unless you have clear knowledge otherwise 2/11/2014 20
  21. 21. 2/11/2014 MANAGING SPRINTS WITH PREDICTIVE METRICS 2. TRANSLATE BURNDOWNS INTO DELIVERABLE HITRATE 21
  22. 22. MANAGING SPRINTS WITH PREDICTIVE METRICS 2. EXAMPLE OF PCB LAYOUT PROGRESS Number of Unrouted Nets 1400 1200 1000 800 600 400 200 0 1-Aug 2-Aug 3-Aug 4-Aug 5-Aug 6-Aug 7-Aug 8-Aug 9-Aug 10-Aug • Aug 1 started tracking PCB routing progress to get an idea of project velocity • Aug 3 worried about progress, rate too slow • Aug 4 increased # of engineers assigned to this task Example how a Burn Down Chart can be applied to see the progress in turning a schematic into a layout 2/11/2014 22
  23. 23. MANAGING SPRINTS WITH PREDICTIVE METRICS 3. TRANSLATE SPRINT INTO HW INTERVALS Divide the project into the smallest increment possible that represents TRUE INTEGRATION POINTS or CLEARLY DEFINABLE MILESTONES. 2/11/2014 23
  24. 24. MANAGING SPRINTS WITH PREDICTIVE METRICS 3. TRANSLATE SPRINT INTO HW INTERVALS Continuous learning, short intervals, measurable progress, autonomy The secret to getting the benefits of Agile development is to shed features and not slip the interval 2/11/2014 24
  25. 25. 2/11/2014 MANAGING SPRINTS WITH PREDICTIVE METRICS 4. BOUNDARY CONDITION PROCESS 25
  26. 26. MANAGING SPRINTS WITH PREDICTIVE METRICS 5. EVENT TIMELINES AND RETROSPECTIVES Don’t use Post Mortem Case Study 2/11/2014 26
  27. 27. MANAGING SPRINTS WITH PREDICTIVE METRICS RETROSPECTIVES • Retrospectives should be carried out on all programs • The retrospectives should follow a common process which has the following attributes • Fact based, and data driven • Involve Cross-functional team members • The retrospective process should be owned by the team • The retrospective process should be used during every Interval • The process consists of the following steps 1. Event time lines & Prioritization of the biggest events 2. Root Cause Analysis 3. Affinity Diagram to summarize results 2/11/2014 27
  28. 28. MANAGING SPRINTS WITH PREDICTIVE METRICS AGILE – BEST PRACTICES FOR HW/SYSTEMS Study Participation 1. If you have had experience with the application of Agile/Scrum/Iterative development out of software environments… OR 2. If you have had experience with governance of multiple Agile/Scrum programs we would like to talk to you! Please respond positively to our poll… “Are you interested in participating in an Agile Best Practices Study?” 2/11/2014 28
  29. 29. After the webinar… • We will send directions to collect the PDU you will earn from attending this webinar • We will also send a links to the recorded webinar and presentation slides once they are posted online For more information, visit www.cprime.com
  30. 30. MANAGING SPRINTS WITH PREDICTIVE METRICS AGILE – BEST PRACTICES FOR HW/SYSTEMS Thank You! 2/11/2014 30
  31. 31. MANAGING SPRINTS WITH PREDICTIVE METRICS AGILE – BEST PRACTICES FOR HW/SYSTEMS Appendix 2/11/2014 31
  32. 32. 2/11/2014 MANAGING SPRINTS WITH PREDICTIVE METRICS ANOTHER APPROACH: WATER-SCRUM-FALL 32
  33. 33. 2/11/2014 MANAGING SPRINTS WITH PREDICTIVE METRICS 3. THE FIVE KEY ELEMENTS OF AGILITY 33
  34. 34. MANAGING SPRINTS WITH PREDICTIVE METRICS 4. BOUNDARY CONDITION PROCESS • What is the Tool?  Used to realign teams when a project has gone out of bounds  help course correct and realign to a new plan • Which Business Problems Does the Tool Solve?  Is an effective recovery vehicle when projects run into trouble  Creates mechanism to quickly align project and management teams  Eliminates creating an exception-handling process each time a deviation occurs • Benefits  Helps you realign projects within hours/days, not days/weeks  Empowers the team to move forward with minimal guidance  Minimizes team confusion by establishing a single agreedupon limits  Engages the team because of the greater trust by management 2/11/2014 34
  35. 35. MANAGING SPRINTS WITH PREDICTIVE METRICS AGILE – BEST PRACTICES FOR HW/SYSTEMS Side note 1. User Stories needed to make the best tradeoffs 2. Plan to have multiple DVTs that involve the customer 3. Build multiple variants in DVTs (buttons, PCB layouts, Firmware) 4. If lead time is 6 months and you need to go to market in 4, ask for their buffer stock 5. Use reference designs & allocate BOM choices to supplier 6. The entire team must be 'Agile' for it to work 7. Rely on Postponement 2/11/2014 35

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