Downloaded 48 times
Uploaded byJoseph Flahiff
Integrating Agile In A Waterfall World 1
This document discusses integrating agile approaches into traditional waterfall project management. It notes that agile can be difficult for teams, sponsors, and organizations used to waterfall. It then provides an overview of using a hybrid predictive-agile approach, balancing agility and discipline based on factors like requirements stability and team skill levels. Finally, it discusses challenges like earned value reporting and status updates when bringing an agile project into a predictive portfolio management framework.
More Related Content
Integrating Agile In A Waterfall World 1
- 1. Integrating Agile ina Waterfall World
- 2. IT’S HARDHard forthe teamHard for the sponsorsHard for the organization
- 3. Regence Blue ShieldMissionStatementOur mission is to eliminate the tyranny of healthcare waste and confusion for our members and their families. Washington, Oregon, Idaho, UtahEPMO ~170 PeopleAgile at RegenceNo formal Agile approachPockets of agile and all differentRegence Agile Working Group
- 4. 4 Corners Agile
- 5.
- 6. Integrationof both compassNoviceVery familiarBeginnerNewbe
- 7. OverviewSpotting an Agileproject in its natural habitatTaming an Agile projectBringing an Agile project homeShowing your Agile project for fun and profit
- 8. Predictive ProjectsAgile ProjectsAgileis best when…Known ProblemUnknown SolutionChange is Good and Should be encouragedControl is Dangerous and should be avoidedPredictive is best when…Known ProblemKnown SolutionChange is Dangerous and should be avoided or controlledControl is Good and should be encouraged Spotting an Agile Project ?
- 9. Predicative PrinciplesAgile PrinciplesIndividuals& Interactions over Process & tools
- 10. Working software overComprehensive Documentation
- 11. Collaboration overcontract negotiation
- 12. Responding to changeover following a plan
- 13. Plan the Work/Work the Plan
- 14. Working for Predictableresults.
- 15. Reduce & ControlChange(Change= Risk)Principles
- 16. Taming an AgileProjectAgile isn’t the wild westThe Agile Waterfall Continuum ?
- 17. Balancing Agility andDisciplinePersonnel Skill LevelMostly Level 2 or 3 players – Mostly Level 1Requirements Stability% change / Month (Low Change – High Change)CultureNo Tolerance for change – Change is normal Team Size300 - 3Risk Life & Limb - ComfortTransparency
- 18.
- 19.
- 20. Brining your AgileProject HomeIntegration with Predictive PortfoliosEarned ValueStatus Reporting ?
- 21. Earned Value CalculationModelsof calculation
- 22.
- 23.
- 24.
- 25. 0, 25, 50,75, 100%
- 26. Burn down &Earned Value
- 27.
- 28. Look at aburn down chart & estimate
- 29.
- 30. Agile plans forscope change
- 31. EV expects tocontrol scope changeReporting Project StatusStatus Stop lights:ScheduleVelocity and Burn DownBudgetStaffing=BudgetScopeNopeAssumes change is badExecutive sponsorship
- 32. Role of theProject Manager ?
- 33. What makes bothsuccessfulPredictiveAgilePeoplePeoplePeople
- 34. Transparency on theWebEmployer Reporting on the WebHigh Company RiskHigh ImportanceComplex Data AnalysisComplex Org. SilosNo external project dependenciesLow Company RiskHigh ImportanceLow data analysis complexityLessons Learned
- 35. Employer ReportingWhat Iam doing differentEnd of the line project. Multiple external dependencies Which is perfect for an agile project.
Editor's Notes
- #3 Cutting Edge My opinion, my experience, We need to hear from <<<YOU>>>
- #4 5 scrum mastersWhat is a scrum Master? Org structure with scrum master in IT and PM outside of dev team.
- #5 How familiar are you with Agile Waterafall/Predictive Integrating bothAny Scrum Masters? – If there are make sure they are distributed around the room. Do you understand Story cards Story Points Burn down Velocity
- #6 WHERE SHOULD WE FOCUS? Spotting an Agile project in its natural habitat – What makes a project a good candidate to be agile? What makes it a bad candidate? Taming an Agile project - Agile-Waterfall Continuum. Learn how to create a part agile, part waterfall project. Bringing an Agile project home - Learn the complexities and tricks for tracking and reporting Agile Projects with Waterfall Portfolios. Showing your Agile project for fun and profit - Identify Problems with Earned Value on Agile Projects, and how you can address them.
- #7 The problem is known but solution is unknownThe problem is known and solution is known <<DO YOU HAVE PROJECTS THAT FIT ONE OR THE OTHER? TELL US ABOUT THEM>>Are you using Agile right now? If so, what kinds of projects are agile?What are your criteria for selecting agile/predictive?
- #8 Talk about eachTRIPPLE CONSTRAINT - HIGHLIGHTED IN AGILE
- #9 Taming an Agile project - Agile-Waterfall Continuum. Learn how to create a part agile, part waterfall project. Agile may feel wild random uncontrolled but it really is very DISCIPLINED Individual discipline. NO weak teams============================It doesn’t have to be all or nothing. (Sacrilege) If you have agile projects are they all or nothing? What would you see as problems with implementation of a hybrid solution?
- #10 Agile development within a Predictive envelope Tell a Story about Transparency (Just because it is a web project doesn’t mean it is agile) 3 years70+ people5 sub projectsSteering committeeRisk CommitteeLegal ReviewMedical ReviewSat it a risk committee meeting with legal council, senior management (evps) and discussed for an hour and a half. How far down to drill to summarize at the CPT category was giving too much away. Debated for hours if revealing our pricing would drive costs up or down.
- #11 It ain’t easy.Takes commitment from both sides to work together. But it is the ONLY way to be successful
- #13 Does anyone have experience with Earned value and Status in Agile projects?
- #14 0-100 doesn’t work
- #15 Executives must know how agile works. constantly asking for schedules knowing you need their constant input knowing their role when new requirements are implemented
- #18 High Company RiskHigh ImportanceComplex Data AnalysisComplex Org. SilosNo external project dependenciesLow Company RiskHigh ImportanceLow data analysis complexity