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Agile in Waterfall - Hybrid Approach
1. Agile in the Waterfall
A look at hybrid Agile
1Copyright 2012 Square Peg Consultiing LLC, All Rights Reserved
Produced by
Square Peg Consulting, LLC
Orlando, Florida
www.sqpegconsulting.comPhoto: John Goodpasture
Yellowstone National Park, Wyoming
2. Here’s our theme:
Agile in the waterfall is about encapsulating
work and synchronizing outcomes, while
respecting architecture and narrative
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3. Iteration 1
First Principles and Requisite
Conditions
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4. Here’s our operating principle:
Agile projects are simultaneously:
Strategically stationary ….
Tactically iterative and emergent
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5. Strategically stationary
Whenever and wherever you look, the project has the same
strategic intent and predictable business outlook
• Strategic intent – opportunity, vision
• Strategically predictable – mission satisfaction
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Business Case
Business
scorecard
Project Charter
Project
scorecard
7. Risk response: Be emergent and iterative
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Photo: US Navy
Tactically agile
8. Tactically agile environment
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Small teams
Redundancy
Local management
Photo: US Navy
Instinctive action
Proven protocols
and practices
Frictionless
Confident
9. Overlay strategy with tactics
Tactically responsive to
circumstances
Emergent plan as
conditions develop
Tactically respectful of
strategy as an overlay
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Tack to strategic objective
10. Iteration 1 Reflection
Opposite ideas coexist – stationary, and emergent
Stationary: strategic predictability, a traditional quality
Emergent: reactive to circumstances and conditions, an Agile
quality
The tactical overlays the strategic
Local, instinctive, redundant, frictionless
Respectful of strategy
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11. Iteration 2
The Black Box, Interfaces, and
Connectivity
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12. Strategic architecture; strategic functionality
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Your scope
Navigation and
location
My scope
Auto-pilot
Vision and narrative mapped to architecture and functionality
Architecture and functionality allocated to work streams
Work streams WIP according to methodology
13. Encapsulated scope: Yours, mine
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Stationary,
open
Interfaces Your black box
Your methodology
My black box
My methodology
Encapsulation enables co-existent methodologies
Encapsulation enables synchronized scheduling
My piece of the architecture
14. Yours, mine with transparency to me
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Scope agile and changeable
Transparent only to me
My white box Your black box
Your scope: your choice
15. Yours, mine, ours
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Open network, stationary protocols, and responsive connectivity
Stationary &
open
Your black boxMy black box
16. Refactor internally
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Internals encapsulated from meInternally agile
Refactor
Respect functionality at the interface
17. Work streams
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Your traditional
work streamMy Agile work stream
Network: Planning, physical, virtual (sneaker net)
or combinations
18. Portfolio agreements
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Copyright 2012 Square Peg Consultiing LLC, All Rights Reserved
Your traditional
projectMy Agile project
Network: Planning, physical, virtual (sneaker net)
or combinations
19. Iteration 2 Reflection
Vision and narrative map strategically to architecture and
functionality
Architecture and functionality allocated to work streams
Work streams WIP according to methodology
Encapsulation enables co-existence of methodologies
Encapsulation extends to project and program management
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21. Governance is the elephant in the room
Traditional:
• Confidently predict input and outcomes
– Proven process between them
– Controlled input: predicted outcome
• Overbalanced toward input
– Cost, schedule, scope dominate
• Faith in planning as the answer to risk
– Structured analysis; requirements traceability
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22. Shifting allegiance
Agile: shift of allegiance
• FROM: Faithful adherence to a plan
– Planning is good; plans do not survive
• TO: Faithful response to customer need
– If customers are not more successful because of the
project, what’s the point of the project?
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23. Shifting dominance
Agile: shift of dominance
• FROM: dominated by consumption
according to plan (Input, business)
• TO: dominated by value-added throughput
(output, customer)
How is the PMO measured?
• Cost, schedule, scope (input, consumption)
• Customer satisfaction (outcome)
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24. The shifting thing—four conditions
1. Works only if strategic intent is held stationary
2. Works only if scope can be tactically emergent
3. Works only if quality of outcomes is deemed more
important than control of inputs
4. Works only if Agile and traditional work streams can be
synchronized at milestones
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25. Three planning elements dominate
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Chart: US NOAA
1. Stationary
milestones
2. Change?
3. Are we DONE?
Where are we going?
When will we get there?
How will we know when we’re there?
26. Milestone planning dominates
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Slack or
buffer to
the
milestone
Interfaces
commitments:
• Work as agreed
• Available at the
milestone
Traditional
Agile
Time boxes or WIP
or releases
synchronized to the
milestone
27. Everything can change? Not exactly
Change? It depends …
• Architectural changes (Stationary; PMO controlled)
• Customer-facing changes (Tactically emergent; delegated)
• Construction changes (Non-functional; interior structure)
– Policy and regulatory management
– Refactoring change
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28. Are we DONE?
Why is DONE in play? Tactically emergent scope
Are we DONE when
• The money runs out?
• Some milestone is reached?
• The customer is satisfied?
• Some predictable outcome is achieved?
• We finished the backlog
– Ooops! We never finish; imagination is boundaryless
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29. We are DONE when …
When BEST VALUE is delivered
The most, and the most valuable scope
deliverable within the available resources
And without compromises of quality as judged
by the customer
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30. Iteration 3 Reflection
Governance buy-in is the key to everything
• Allegiance and dominance shift
– From traditional input dominance to agile output
dominance
• Synchronized milestones
– Slack, buffers, etc guard milestone commitments
– Traditional work streams and Agile work streams work to
the same milestones
• Commitment to best value
– Get the most of the most important for the available
resources, without compromise of quality
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31. 31Copyright 2012 Square Peg Consultiing LLC, All Rights Reserved
All done and ready for questions!
32. Read more…
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Large scale projects
in large scale
organizations
Photo: J. Ross Publishing
33. Learn more…
PMI® eSeminarsWorldsm
instructor
• Agile Project Management
• Advanced Risk Management
and
• Understanding Organizational
Change
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Reserved
34. Stay in touch
John C Goodpasture, PMP
Program manager, author, and
instructor
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Copyright 2012 Square Peg Consultiing LLC, All Rights
Reserved
info@sqpegconsulting.com
johngoodpasture.com