Successfully reported this slideshow.

Integrating Agile In A Waterfall World 1

1,809 views

Published on

Agile and waterfall methodologies can be mixed, and must be mixed in enterprise companies. Learn how it can be done and what should be avoided.

  • Be the first to comment

Integrating Agile In A Waterfall World 1

  1. 1. Integrating Agile in a Waterfall World<br />
  2. 2. IT’S HARD<br />Hard for the team<br />Hard for the sponsors<br />Hard for the organization<br />
  3. 3. Regence Blue Shield<br />Mission Statement<br />Our mission is to eliminate the tyranny of healthcare waste and confusion for our members and their families. <br />Washington, Oregon, Idaho, Utah<br />EPMO ~170 People<br />Agile at Regence<br />No formal Agile approach<br />Pockets of agile and all different<br />Regence Agile Working Group <br />
  4. 4. 4 Corners <br /><ul><li> Agile
  5. 5. Predictive
  6. 6. Integration of both compass</li></ul>Novice<br />Very familiar<br />Beginner<br />Newbe<br />
  7. 7. Overview<br />Spotting an Agile project in its natural habitat<br />Taming an Agile project<br />Bringing an Agile project home<br />Showing your Agile project for fun and profit <br />
  8. 8. Predictive Projects<br />Agile Projects<br />Agile is best when…<br />Known Problem<br />Unknown Solution<br />Change is Good and Should be encouraged<br />Control is Dangerous and should be avoided<br />Predictive is best when…<br />Known Problem<br />Known Solution<br />Change is Dangerous and should be avoided or controlled<br />Control is Good and should be encouraged <br />Spotting an Agile Project<br /> ?<br />
  9. 9. Predicative Principles<br />Agile Principles<br /><ul><li>Individuals & Interactions over Process & tools
  10. 10. Working software over Comprehensive Documentation
  11. 11. Collaboration over contract negotiation
  12. 12. Responding to change over following a plan
  13. 13. Plan the Work/ Work the Plan
  14. 14. Working for Predictable results.
  15. 15. Reduce & Control Change(Change= Risk)</li></ul>Principles<br />
  16. 16. Taming an Agile Project<br />Agile isn’t the wild west<br />The Agile Waterfall Continuum<br /> ?<br />
  17. 17. Balancing Agility and Discipline<br />Personnel Skill Level<br />Mostly Level 2 or 3 players – Mostly Level 1<br />Requirements Stability<br />% change / Month (Low Change – High Change)<br />Culture<br />No Tolerance for change – Change is normal <br />Team Size<br />300 - 3<br />Risk <br />Life & Limb - Comfort<br />Transparency <br />
  18. 18. Hybrid Project Model<br />
  19. 19. Real World Example<br />
  20. 20. Brining your Agile Project Home<br />Integration with Predictive Portfolios<br />Earned Value<br />Status Reporting<br /> ?<br />
  21. 21. Earned Value Calculation<br /><ul><li>Models of calculation
  22. 22. % complete estimated
  23. 23. 0 , 100%
  24. 24. 0,50, 100%
  25. 25. 0, 25, 50, 75, 100%
  26. 26. Burn down & Earned Value
  27. 27. Nothing is perfect
  28. 28. Look at a burn down chart & estimate
  29. 29. Problems
  30. 30. Agile plans for scope change
  31. 31. EV expects to control scope change</li></li></ul><li>Reporting Project Status<br />Status Stop lights:<br />Schedule<br />Velocity and Burn Down<br />Budget<br />Staffing=Budget<br />Scope<br />Nope<br />Assumes change is bad<br />Executive sponsorship<br />
  32. 32. Role of the Project Manager<br /> ?<br />
  33. 33. What makes both successful<br />Predictive<br />Agile<br />People<br />People<br />People<br />
  34. 34. Transparency on the Web<br />Employer Reporting on the Web<br />High Company Risk<br />High Importance<br />Complex Data Analysis<br />Complex Org. Silos<br />No external project dependencies<br />Low Company Risk<br />High Importance<br />Low data analysis complexity<br />Lessons Learned<br />
  35. 35. Employer Reporting<br />What I am doing different<br />End of the line project. <br />Multiple external dependencies <br />Which is perfect for an agile project. <br />

×