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Making agile work in a waterfall driven world.
- 1. Making Agile work ina waterfall driven world. Date: 03rd August 2021 Prepared for: APM
- 2. Who uses storiesanyway… oh wait
- 3. -Elon Musk. “The worstthing an engineer can do is optimise a process that should not exist”
- 4. What exactly isthe Zombie apocalypse? 1. Problem Statement 2. Background information around agile 3. Examples from the real world 4. Customer Use Case 1 5. Customer Use Case 2 6. 3 steps to success Agenda 4
- 5. “Waterfalls tend tohave large flow rates depending on the time of year. But Agile has constant flow. Do we need a reservoir and lots of locks on the canals to join the two together?”
- 6. Fundamentally it isall about budget €€€ Controls the budget PMO office dictate the budget call off Milestones Not designed for short sprints(impractical budget window) Waterfall Budget sign off is good corporate hygiene Process 6
- 7. “To move forwardyou have to leave something behind” -Steve Jobs
- 8. How to focuson the “North star”. Budget Assign a team to an umbrella budget buy/finance the team Build and maintain the team “from the budget” Bring the work to the team not the team to the work PM owns “soft budget” Is accountable for team PM verifies the soft budget per sprint by validating the value delivered to the business Avoids micro budgets for ROI or TCO of individual requirements 8
- 9. Alignment Agile 2 + Per Sprint(2 week) cycles, but aligns to waterfall budget as call off Budget ● Bonus + incentive align to product ● Product/Team Alignment People Scope limited Fixed + Variable but more frequent Milestones 9 Waterfall 2 + FIxed budget over 3, 5, 7 or 10 years Budget ● Bonus plus incentive Milestones ● Departmental alignment People Fixed Milestones + Only realised at project completion(occasionally milestone completion) Business value + Realised at many points along the journey Business Value
- 10. When is aproduct a project?(or when is a PM a PO?) Terminology Matters 10
- 11. Chief Product Owner- “Role” Spend time with customers Set out the product(s) vision Know their market/product fit Ensures the teams are empowered Roles not Job Titles 11 Ensure the PO/PM’s are aligned to the Strategy Is accountable for the products
- 12. Year s MISSION + VISION STRATEGYALIGNMENT Pulling in the same direction STRATEGIC INTENT / BUSINESS GOALS PLATFORM INITIATIVE PRODUCT INITIATIVE TACTICAL OPTIONS TACTICAL OPTIONS Product Owner/PM Lead Product Owner Senior Leadership C-Level Expert Teams PRODUCT LEVEL INITIATIVE ATTRIBUTES • Translates business goals into future reality • Looks into the future for 0-3 months • Delivers agreed/required value to Business • Product Owner is accountable • Can be one or more in a given 3 month period • Should be agreed and communicated with Business • Arises from a brainstorming session with Business • Uses the IOTA model and the crucible as appropriate • Generates feedback measures to Business and squad to measure success • Is reviewed quarterly to gain insights with Business 14 3-5+ Years 1-3 Years 3-12 Months 0-12 Weeks
- 13. “Show me themoney!” -Jerry Maguire
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- 15. Customer “use case1” Use case 1 15
- 16. “Waterfall to agileis like on-prem to cloud, financial to finops” -Samuel Nord -PM
- 17. How we planto interact with Customer DELIVERY MODEL - Transitions Scrum board 1 Scrum board 2 Scrum board 3 NC CORE Customer Cloud Ops. Team NC ORG NC MCE PM PO Dev 1 Lead Update Backlogs Verify User Stories Execute Work Capture Requests Consolidate Backlog Sync on Priorities Discuss new requests 24*7 Operations We own the master backlog, which is visible to the Customer Cloud Ops. team. It’s made up of the requests from Customer teams captured by NC CORE team. We keep track of our own work and priorities in our own Backlog. We agree priorities of work with Customer Cloud Ops. Team. Onboarding Schedule Inventory / CMDB Dev 2 Dev 3 NC MIG Lead Dev 4. Dev 5
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- 19. Customer “use case2” Use case 2 19
- 20. 20 How to dothis at home?
- 21. Hmmm Pizza 2 pizzateams 21 Image by mzter from Pixabay
- 22. Step 1 Zombie Infection ●Product Owners/PM’s specify the “What”(talkers) ● Think timelines ● Ensure everyone understands where they fit Align strategy 22 Run a “Ways Of Working” Workshop ● Identify all the stakeholders ● Bring everyone together ● Agree and document in a “wiki” ● Use “third party first” tooling and comms approach ● Developers decide and implement - the “How”(Doers) “What”/ “How” “WoW”
- 23. What has more VALUE? Diamondsor Gold? What is VALUE?
- 24. Step 2 Zombie Infection ●PMO Budget discussions are a one time, start of project discussion 24 ● Embrace the Team of Teams concept. ● Chief Product Officer role is both necessary and Critical to organisational success ● Focus each sprint on delivering Value and Outcomes ● Keep an eye on budget, are you burning it too fast? ● Are you reaching your North star? ● Iterate, “trust but verify” Value+Outcome Affects Scaling ● Use one time, “call off” budgets ● Ensure responsibility for “soft budget” ● Avoid micro budgets Budget
- 25. Step 3 Zombie Infection ●Delegate and Empower ● Without Empowerment, delegation, is delayed Micromanagement ● Practice servant leadership 25 Run a “Ways Of Working” Workshop ● Identify all the stakeholders ● Bring everyone together ● Agree and document in a “wiki” ● Use “third party first” tooling and comms approach ● Empowerment is a one way street. Overriding empowered teams decisions, only results in disaster Empower Speed+Direction
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