Presentation about using combined Waterfall and Agile methodology in NAV implementation. Presentation from Directions NA Conference 2016.

1. Water-Agile-Fall methodology
and NAV implementation
Aleksandar Totovic, MVP
ERP Consulting, CEO

2. Speaker Introduction
• Aleksandar Totovic
• Developer and Consultant with Accounting Software from 1992
• ERP Consultant from 1996
• NAV Consultant and Project Manager from 2004
• Awards
• MVP since 2014
• Community Champion – Convergence EMEA 2014

3. Speaker Introduction
25+ How Do I Videos about
Technical and Functional Features
2 Official Courses – NAV2015
4 Official Courses – NAV2016
NAV 2016 Exams Co-author and
Committee Member

4. Project Management Premises
• Waterfall Methodology is bad and obsolete
• Only Agile is the right thing – no discussion
• All unsuccessful projects didn’t based on Agile principles
• Whether it is just so?

5. Agenda
• The basic agile principles
• The basic waterfall principles
• Why and when to combine?
• How to combine?

6. The Basic Agile Principles
• Creating quality, working deliverables
• That provide the highest possible business value
• Whilst reducing the risk of failure
• Based on iterative and incremental development
• Focus on keeping code simple and testing often
• Continuous delivering and shorten delivery time
• Enable to collect feedback on early stages
• …

7. Some Agile Methodologies
• SCRUM
• More prescriptive
• Constraints as sprints, burndown
charts, cross functional team
• Prescribed roles
• Change has to wait next sprint
• Retrospective meetings
• …
• KANBAN
• There is no prescribed iteration
• It is continuous; cross functional
team is option
• No defined roles
• Change can be done any time
• No retrospective meetings
• … TO DO ON GOING DONE

8. The Basic Scrum Principles What’s worked yesterday
1
What I’ll work today
2
Issues?
3

9. The Basic Waterfall Principles
• Phase by phase; second phase after first is finished…
• Testing after development is finished…
• Creating quality, working deliverables?
• That provide the highest possible business value?
• Whilst reducing the risk of failure?

10. The Basic Waterfall Principles
• Microsoft Dynamics Sure Step
• Long delivery cycle with separate testing phase?
• Requirements with no change?! (Change requests)
• Development method is linear and sequential
• Once a phase is completed, moves to the next phase
• …
Analysis Design Development Deployment Operation Maintenance

11. But Project is…
• Project Characteristics:
• Unique
• Temporary
• Project Definition:
• A temporary endeavor undertaken to create a unique product,
service, or result.
• We cannot make only one model for all projects!
• Project Pressures: Uncertainty, Risk, Urgency, Integration needs,
Cost constraints

12. Water-Scrum-Fall and NAV
Analysis Design Development Deployment Operation Maintenance
• Marriage of Agile and Waterfall methods
• The two methods are fundamentally very different
• Lead to benefits that cannot be achieved by using a single method

13. Why and When?
• Why?
• Shorten design, development and planning, but define project frames
• Be compliance by the standards
• Results more collaborations
• When?
• We have a lot of development/customization requirements
• We have not dedicated developers in project teams

14. How?
• Planning with Waterfall, but development with Agile
• Implement new types of communications
• Involve Product Owners and Clients
• Find the main Limitations and Advantages
• For each methodology type
• Dedicated to Dynamics NAV implementation

15. Limitations and Advantages
BUSINESS TECHNOLOGY CULTURAL
AGILE
LIMITATIONS
AGILE
ADVANTAGES
WATERFALL
LIMITATIONS
WATERFALL
ADVANTAGES
Fixed timeframe and
budget
More difficult to manage
change request
Quick delivery, early
customer feedback
No explicit budget and
timeframe
Less documentation, not
easy to comply with
technical standards
Shorten the
development lifecycle
Slow results of delivery,
hard to change
Comply with standards
Need training and
Scrum Master
Small teams, easier
motivation
Less collaboration
Regulated

16. How it looks like?
ANALYSIS
DESIGN
DEVELOPMENT
DEPLOYMENT
OPERATION
Fixed timeframe and
budget
Comply with standards
ITERATIONS
TEAMSTEAMS
DESIGN
Quick delivery, early
customer feedback
Shorten the
development lifecycle

17. How it looks like?
ANALYSIS
Project Plan
preparation
KickOff Meeting and
Solution Overview
Business Processes
Analysis
Setup DEV
Environment
Prepare Integration
Strategy
Gather Data Migration
Requirements
Conduct:
• FRD
• Fit Gap Analysis
What? Why?

18. 30-Day Sprint Cycle
How it looks like?
ANALYSIS
Prepare Solution
Backlog
Prepare Sprint
Backlog
How?
Configuration
DESIGN
DEVELOPMENT
Customization
Daily Sprint Cycle
Determine Roles
based on Agile

19. Design and Development – Agile
DESIGN
DEVELOPMENT

20. Design and Development – Agile
DESIGN
DEVELOPMENT
Conduct Daily Sprint
Cycle Meeting
Design for Sprint
Cycle
Create Scripts for
Testing
Sprint Configuration
and Development
Conduct Sprint
Testing
Generate Daily Build

21. What is actually?
• Outside: WATERFALL
• Inside: AGILE

22. Project
Manager
Project Teams and Roles
Project
Manager
Solution
Architect
Application
Consultants
Developers
Test
Lead
Technology
Consultant
ANALYSIS
Project
Manager
Business
Analyst
DEVELOPMENT
DESIGN
DEPLOYMENT OPERATION
Product
Owner
Technology
Consultant
Scrum
Master
The Scrum
Team
Project
Manager
Outside &
Internal
Oversee
Project
Manager
Application
Consultants
Technology
Consultant
• Prepare and conduct the Kick-off meeting
• Initiate project planning
• Prepare project charter
• Assign resources to the project
• Conduct business requirements workshops
• Set up application for Fit Gap Analysis
• Conduct Fit Gap Analysis
• Document and present results of analysis phase
• Analysis of interfaces to 3rd party solutions
• Analysis and mapping for planned data migration
• Infrastructure validation and design update
• Document and present results of analysis phase
• Owns the Product backlog and conduct prioritization
• Writes user stories and acceptance criteria
• Accepts or rejects user stories
• Power to cancel the Sprint, if he thinks the Sprint goal is
redundant
• Responsible for the Return on Investment of the product
• Encourages and demands self-organization from the
development team
• Enables close cooperation across all roles and functions
• Protects the team from external and internal distractions
• Removes barriers so the team can focus on the work
• An influential leader and coach – doesn’t do direct command
and control
• Cross functional, small and self-organizing team
• Breakdown the requirements, create task, estimate/distribute them
• Lead development effort across Custom Coding, Integration…
• System configuration and prepare all business scenarios
• Conduct feature ad system testing
• Perform the short Daily Sprint Meeting
• At the end of the Sprint potentially shippable functionality have to be delivered
• Updating the status and the remaining efforts for creation of a Sprint Burndown
Diagram
• Outside cooperates with the Customer’s Business Decision Maker
and Project Manager for acceptance/sign-off
• Outside works on project scope changes
• Inside oversees the Define Sprint Backlog activity and all related
activities
• Participate in the Sprint Planning Sessions

23. Events and Ceremonies
SPRINT
Sprint Planning
Daily Sprint
Daily Sprint Meeting
Sprint Review
Sprint Retrospective
Development Phase
Re-planning
Development Tasks
Presentation
User Acceptance Test
Sign-off /
Feedback
Sign-off
Daily2-weeksMonthly
OUTSIDE

24. HOW?
WHAT & WHY?
Deliverables and Artifacts
PRODUCT BACKLOG
CONFIGURATION
SPRINT
BACKLOG
BURNDOWN CHARTS
FIT GAP ANALYSIS
CUSTOMIZATION
SPRINT
BACKLOG
USER STORIES
CODING COMMENTS
DESIGN DOCUMENT
DEVELOPMENT
DOCUMENT &
TEST
SCENARIOS
DEVELOPMENT
PRESENTATION
SIGN-OFF &
UAT
MANUALS

25. Agile and Sure Step
AnalysisAnalysis DesignDesign DeploymentDeployment OperationOperationDevelopmentDevelopment
Program
Management
TrainingInfrastructureDataMigration
Integrationand
Interfaces
BusinessProcess
Analysis
CustomCodingQualityandTesting
Requirementsand
Configuration
4.2.2
Conduct End User Training
4.6.2
Conduct UAT
4.9.3
Final Data Migration to PROD
5.1.1
Project Management
4.4.2
Go Live
5.4.2
Transition to Support
4.7.1
Build Production Environment
4.1.1
Project Management
1.1.1
Project Management
1.7.1
Setup DEV and other Non-
Production Environments
1.2.1
Conduct Solutions Overview
1.3.1
Conduct Detailed Business
Process Analysis
1.2.2
Gather User Training
Requirements
1.4.3
Define Solution Backlog
1.4.1
Gather Business Requirements
1.4.2
Conduct Fit Gap Analysis
1.9.1
Gather Data Migration
Requirements
1.8.1
Establish Integration Strategy
AgilePreparationAgileExecution
30-Day Sprint Cycle
2.1.1
Define Sprint Backlog
2.1.2
Conduct Sprint Planning
Meeting
2.1.3 Conduct Sprint Technical
Preview
2.1.4 Conduct Sprint Post
Mortem
Daily Sprint Cycle
3.1.3
Create Scripts for Testing
3.1.6 Conduct Sprint Testing
3.1.1 Conduct Daily Sprint
Cycle Meeting
3.1.5 Generate Daily Build
3.1.2 Analysis and Design
for Sprint Cycle
3.1.4 Sprint Configuration
and Development
3.6.1
Conduct Solution Testing
3.7.1
Finalize Production
Specification
AgileExecution
30-Day Sprint Cycle
2.1.1
Define Sprint Backlog
2.1.2
Conduct Sprint Planning
Meeting
2.1.3 Conduct Sprint Technical
Preview
2.1.4 Conduct Sprint Post
Mortem
Daily Sprint Cycle
3.1.3
Create Scripts for Testing
3.1.6 Conduct Sprint Testing
3.1.1 Conduct Daily Sprint
Cycle Meeting
3.1.5 Generate Daily Build
3.1.2 Analysis and Design
for Sprint Cycle
3.1.4 Sprint Configuration
and Development
3.6.1
Conduct Solution Testing
3.7.1
Finalize Production
Specification

26. Conclusion
• Use the best of both of frameworks for NAV implementation
• Waterfall planning and external organization
• Agile speed and risk decreasing
• Organization with different project sizes

27. Thank You!
Please remember to fill out your session survey using
the Directions 2016 Mobile App!
Blog: totovic.com
Twitter: @atotovic
Mail: aleksandar@totovic.com