This document discusses implementing agile practices in IT infrastructure projects. It defines agile as a mindset that welcomes change, fails early, uses feedback loops, and values continuous delivery and improvement. Agile differs from traditional waterfall methods by focusing on customer interaction over plans, enabling change through adaptation rather than prevention, and prioritizing scope, schedule and cost flexibility over fixed plans. The agile manifesto also values individuals, collaboration, working software and responding to change over documentation, negotiation and sticking to plans. While primarily used for software development, the document explains how agile principles can also be applied to infrastructure projects through a modified "Infrascrum" approach, which emphasizes communication, collaboration, agility and accountability.

1. AGILE IMPLEMENTATION IN IT
INFRASTRUCTURE PROJECTS
Shuchi Singla, PMI-ACP, CP-AAT, CP-MAT

2. WHAT WE WANT TO GO THROUGH
 Understand Agile
 How is it different from waterfall?
 Agile Principles?
 Agile in Infrastructure Projects

3. AGILE IS A MINDSET
A mindset is an established set of attributes held by someone
 Welcome Change
 Failing Early
 Feedback loops
 Continuous Delivery
 Incremental Development
 Small value-added slices
 Learning through discovery
 Continuous Improvement

4. TRADITIONAL V/S AGILE
Traditional Project Management Agile Project Management
Focus on plans and artifacts Focus on customer interaction and
satisfaction
Response to change via Corrective and
Preventive actions
Change controlled through adaptive
actions
Typically up-from planning Progressive elaboration with Release
and Iterative planning
Top-down Control Self-organizing and cross-functional
teams
Scope based delivery Time-boxed delivery
Contract Oriented Customer oriented

5. FLIPPING THE IRON TRIANGLE
Traditional Iron Triangle Agile Iron Triangle
Scope
Schedule
Schedule Scope
Cost
Cost
Fixed Variable

6. AGILE MANIFESTO
Facilitating change is more effective than attempting to prevent it. Learn to trust in you
ability to respond to unpredictable events; its more important than trusting in your ability to
plan for disaster – Martin Fowler & Jim Highsmith
As a result of the formation of the Agile Alliance in Feb 2001, 17 individuals came up with
this manifesto
 Individuals and Interactions over processes and tools
 Working Software over comprehensive documentation
 Customer collaboration over contract negotiation
 Responding to change over following a plan
“While we value the items on the right, we value the items on the left more”

7. AGILE IN INFRASTRUCTURE PROJECTS
 Agile is primarily used with software development, many of its characteristics
can be applied to infrastructure project management needs
 Adoption can solve challenges with current formal project management and
align infrastructure teams to company goals more effectively
 Agile values are not as clear-cut for an infrastructure operations-based team.
They have been modified to call “InfraScrum”

8. INFRASCRUM VALUES
Communicatio
n
Collaboration
Agility
Accountability

9. INFRASCRUM CHALLENGES
 Sprint Length
 Individual Contributors
 Long term decisions on budgeting and architecture
 Delayed specifications and planning

10. INFRASCRUM BENEFITS
Tangible benefits
 Less rework
 Reduced risk to the
development efforts
 Reduction in project defects
 Reduction in sprint
impediments
 Improved sprint velocity for
each team
 Improved ROI for the
organization
Intangible benefits
 Streamlining of
communication and team
synergy
 Historical findings provided
useful parametric estimation
for future sprints and other
similar projects
 Increased team chemistry
and empowerment
 Streamlining of deliverable
artifacts replaced through
team collaboration and self-organization

11. Thank You.