Robust Hybrid rather than Agile or Waterfall – why there is finally no alternative
For years there has been a trench warfare between the agile advocates and the traditionalists about which way is better, faster and cheaper - Agile or Waterfall. Introducing Agile in parallel with existing Waterfall processes is a great challenge for many companies. When Macro Management meets Micro Management, processes need to be reviewed and adapted, requiring sensitivity and cooperation. Rainer Wendt will provide useful insights from his experience introducing agile practises in a Waterfall environment, following a practical and feasible hybrid approach where the benefits of Agile can still be realized. You will learn
• Why projects must not be categorized into Agile and Waterfall, robust Hybrid projects will make it
• Where PMO and Program Management need to be patient with Agile people
• What agile Teams need to consider when communicating with and reporting to Waterfall people and vice versa
During the Agile Austria Conference 2017.
Speaker: Rainer Wendt
For years there has been a trench warfare about which way is better, faster and cheaper - Agile or Waterfall; Hybrid projects will finally make it!
Achievements and Lessons Learned Introducing Large Scaled Agile DevelopmentWolfgang Richter
Presentation given at the Agile Austria Conference 2017 in Graz.
Track: Scaling Agile
"Achievements and Lessons Learned Introducing Large Scaled Agile Development"
Speakers: Stefan Wunder & Robert Dietze
A presentation by Carolyn Limbert, made at the APM South Wales and West of England branch seminar 'Project Controls: A 1 day Seminar' on Wednesday, 2nd October 2013
Commissioning for impact, think PRUB!,
Wednesday 2 May 2018
London
presented by Phil Driver, OpenStrategies Ltd
The link to the write up page and resources of this event:
https://www.apm.org.uk/news/commissioning-for-impact-think-prub/
APM webinar sponsored by the South Wales and West of England branch on 4 November 2021.
MoD Defence Equipment and Support (DE&S) is responsible for delivering equipment and support solutions to the UK Armed Services. This event will discuss the work underway to transform the way these projects are delivered.
The presentation will provide an overview of work undertaken in recent years, and still ongoing, to transform the project delivery of equipment and support. It will set out the rationale behind the need for change, describe the key components of the transformation programme, including organisation, people and the DE&S Way to delivery, refer to progress made, and work still in hand.
https://www.apm.org.uk/news/transforming-project-delivery-in-mod-defence-equipment-and-support-webinar/
The document discusses the use of four maps - outcome map, value stream map, dependency map, and capability map - to help organizations implement DevOps. It describes each map and the order they should be used in. The outcome map defines desired outcomes, the value stream map identifies flow constraints, the dependency map visualizes external needs, and the capability map measures internal needs. Using these maps helps provide clarity of purpose, identify gaps, and prioritize improvements to establish a continuous flow towards delivering value to customers.
The Case for Value Stream Architecture (Mik Kersten, Carmen DeArdo)Carmen DeArdo
1) Nationwide began its agile journey in 2006 and saw improvements in productivity, predictability, and quality from adopting agile and lean practices, but needed to increase speed across the entire value stream.
2) Nationwide implemented DevOps practices in 2016 to improve lead time and deployment frequency, resulting in $25M+ in annual economic value along with on-time delivery over 90% and 88% of releases with zero defects.
3) True north for Nationwide is reducing lead time for changes to enable greater business responsiveness.
During the Agile Austria Conference 2017.
Speaker: Rainer Wendt
For years there has been a trench warfare about which way is better, faster and cheaper - Agile or Waterfall; Hybrid projects will finally make it!
Achievements and Lessons Learned Introducing Large Scaled Agile DevelopmentWolfgang Richter
Presentation given at the Agile Austria Conference 2017 in Graz.
Track: Scaling Agile
"Achievements and Lessons Learned Introducing Large Scaled Agile Development"
Speakers: Stefan Wunder & Robert Dietze
A presentation by Carolyn Limbert, made at the APM South Wales and West of England branch seminar 'Project Controls: A 1 day Seminar' on Wednesday, 2nd October 2013
Commissioning for impact, think PRUB!,
Wednesday 2 May 2018
London
presented by Phil Driver, OpenStrategies Ltd
The link to the write up page and resources of this event:
https://www.apm.org.uk/news/commissioning-for-impact-think-prub/
APM webinar sponsored by the South Wales and West of England branch on 4 November 2021.
MoD Defence Equipment and Support (DE&S) is responsible for delivering equipment and support solutions to the UK Armed Services. This event will discuss the work underway to transform the way these projects are delivered.
The presentation will provide an overview of work undertaken in recent years, and still ongoing, to transform the project delivery of equipment and support. It will set out the rationale behind the need for change, describe the key components of the transformation programme, including organisation, people and the DE&S Way to delivery, refer to progress made, and work still in hand.
https://www.apm.org.uk/news/transforming-project-delivery-in-mod-defence-equipment-and-support-webinar/
The document discusses the use of four maps - outcome map, value stream map, dependency map, and capability map - to help organizations implement DevOps. It describes each map and the order they should be used in. The outcome map defines desired outcomes, the value stream map identifies flow constraints, the dependency map visualizes external needs, and the capability map measures internal needs. Using these maps helps provide clarity of purpose, identify gaps, and prioritize improvements to establish a continuous flow towards delivering value to customers.
The Case for Value Stream Architecture (Mik Kersten, Carmen DeArdo)Carmen DeArdo
1) Nationwide began its agile journey in 2006 and saw improvements in productivity, predictability, and quality from adopting agile and lean practices, but needed to increase speed across the entire value stream.
2) Nationwide implemented DevOps practices in 2016 to improve lead time and deployment frequency, resulting in $25M+ in annual economic value along with on-time delivery over 90% and 88% of releases with zero defects.
3) True north for Nationwide is reducing lead time for changes to enable greater business responsiveness.
A graphical CV for the more business driven clients, this CV format reflects myself in a more personal way. Its more intuitive to read for the client and it shows some of my additional skills and influential professionalism to reflect my career in a format different to other candidates and to a potential employer
This document is the 2012 Learning Catalogue from the International Institute for Learning (IIL). It provides an overview of IIL, including its mission of providing learning solutions to help individuals and organizations succeed. It highlights IIL's focus on virtual and mobile learning to meet growing demand. Courses cover topics such as project management, business analysis, leadership skills, and certifications in PRINCE2, ITIL, Six Sigma, and Microsoft Project. The CEO invites readers to take advantage of IIL's instructors, curriculum, and services to build skills critical for career success and survival in today's competitive environment.
The document discusses running successful Agile projects. It notes that software development is challenging because customers may not know their requirements upfront, developers don't know how to build projects initially, and things often change. Agile methods address these challenges by delivering value incrementally, providing visibility, reducing risk over time, and maintaining adaptability. The document then discusses selecting the right project, contract type, and development methodology for Agile success.
The document introduces e-change, an online change management tool that allows users to learn People-Centered Implementation (PCI) methodology through a web-based package including step-by-step guides, online learning, change tools, and resources. E-change aims to provide a cost-effective, convenient, and integrated way to access proven change management practices for planning and implementing organizational change projects. The online tool offers benefits like eliminating travel costs and time, allowing users to get started on change projects immediately without needing to wait for workshops.
Are project tracking tools helping or complicating Continuous Improvement Pro...Kubilay Balci
Are project tracking tools helping or complicating Continuous Improvement Projects? presented by Kubilay Balci at 8. Project Management Symposium in Vienna June 7th, 2017.
click here for narratives:
https://www.linkedin.com/pulse/project-tracking-tools-helping-complicating-continuous-kubilay-balci
This document summarizes an Agile Methods presentation by John Goodpasture. It discusses how Agile focuses on delivering value to customers through frequent incremental deliveries, working in small self-managed teams, and establishing a backlog to guide and prioritize work. It emphasizes that requirements will evolve over time and success relies on embracing change rather than fighting it. Value is realized when customers pay or benefit from the project outcomes, with the overall goal of transforming investments into customer value.
Making Work Product-Centric: A Journey at Nationwide Insurance | Tasktop Conn...Tasktop
Over the last 18 months, Enterprise Digital at Nationwide Insurance experimented with an end to end agile approach to better integrate IT delivery and business activities in the commercial and mobile spaces. Customers are demanding products quicker, and we as a company must find ways to compress the timeline required to deliver the features customers seek to remain competitive. At the end of the second phase of this transition, which comprised just one team, we found a 64% decrease in lead time from discovery to analysis and a 20% decrease in lead time from analysis to implementation. This end to end model stressed co-location of business and IT and working together as one cross-functional team to continuously plan, integrate, and deliver value to our customers. We made the value stream work visible from idea to implementation and organized it in product-centric value streams with the goal of standardizing customer experiences regardless of whether the customer is interacting with our company via web or mobile. This standardization allowed for maximum reusability of requirements, code, and automation, and decreased variances with and the frequency of estimating. In the end to end model, poly-skilling was stressed across both roles and technologies so that all team members had the flexibility to pick up and work on any card at any point in the flow. This, coupled with the team’s use of the tools necessary to implement dev ops capabilities, allowed us to be more responsive to the customer.
Kristen Biddulph
Scrum Master, CSM, CSPO, CAL1 - Nationwide Insurance
Kristen has led software delivery teams over the last 4 years across Nationwide’s Digital assets for Sales, Identity Management, Servicing, and Mobile. Her current focus is on providing solutions to aid high performance teams in their product-centric journeys.
Tasktop Connect 2018
connect.tasktop.com
www.tasktop.com
This document summarizes a presentation on the key questions about agile project management. It discusses what agile is, how to implement agile methods within a traditional waterfall framework, and how to get started with agile. Specifically, it notes that agile prioritizes delivering working software frequently over comprehensive planning. It recommends wrapping agile sprints within a traditional project plan using architecture, interface discipline, and commitments between teams. It also suggests starting with a pilot project and team receptive to agile to demonstrate benefits to customers.
20200205 DHS Agile Center of Excellence Agile Governance Ariel PartnersCraeg Strong
The document discusses an agile governance framework for large-scale agile projects at a government agency. It covers measuring the right metrics like balanced scorecards; avoiding common failures like using velocity for long-range forecasting; adopting better practices like Kanban for dependency management and Monte Carlo simulations for forecasting; and maintaining a repository of reference data on past projects. The framework provides controls, techniques, and procedures for auditing agile projects in a way that reduces risk for large software development efforts.
Project To Product: How we transitioned to product-aligned value streamsTasktop
The project to product movement is quickly gathering speed - a recent Gartner report found that 85% of respondents are shifting to a product-centric mentality. However, the complexity and uncertainty of software delivery at scale, coupled with the sheer number of people involved in the process, is too much for traditional project management techniques. Motivation is not enough to achieve a successful transformation—the product-centric model requires new skill sets, different investments and a change in culture.
What does the shift away from project-thinking really look like?
During this webinar, Tasktop VP of Product Development, Nicole Bryan, combines our own journey with the experience of working with our enterprise customers, to paint a clear picture of the cross-organizational challenges in store - and how you can address them by:
- Adopting a “customer-first” mindset
- Appointing a Product Value Stream Lead and a Product Manager
- Implementing the Flow Framework™ to align the language of IT with the language of the business
This document provides guidelines for NZAID staff on developing Terms of Reference (TOR) documents. It outlines the standard TOR format and common requirements that should be included in TORs, such as objectives, tasks, timeframes, and reporting relationships. The guideline describes the process for developing TORs, which involves identifying the need for an assignment, discussing it with stakeholders, drafting the TOR document, and getting final approval. Developing quality TOR is important for achieving effective development outcomes through defined scopes of work.
This PMI–ACP Seminar will help you to understand and prepare you to take the PMI-ACP® exam and become an
Agile Certified Practitioner, a certification from the Project Management Institute (PMI)®. The PMIACP
exam measures professionalism in Agile Project Management, increases versatility in PM
methods, validates ability to lead Agile teams and Agile software projects that adapt to change,
drive innovation and deliver on–time business value.
Improving ALM, PPM, and Service Delivery Through a Single Pane of Glass | Tas...Tasktop
As an IT professional, prioritizing demand while delivering exemplary customer service is always the expectation. However, completing project work, fulfilling customer requests and mitigating service interruptions while making sure that leadership is informed and nothing slips through the cracks can be daunting. In this session, attendees will learn about Select Medical's journey to implement an automated, integrated toolchain for Service Delivery, Application Lifecycle Management (ALM), and DevOps using Tasktop at the core.
Jeff Zahorchak
Manager, Enterprise Applications - Select Medical
Jeff Zahorchak is a seasoned IT professional with over 14 years of industry experience. He has worked in various roles within enterprise architecture, application design and development, DevOps, infrastructure, virtualization and application performance tuning. Jeff is currently leading a cross-functional group of specialized technologists to enable organizational change. His
teams support enterprise collaboration, database technologies, Application Lifecycle Management (ALM) and DevOps, and IT Service Management (ITSM) across the enterprise. He previously worked as a IT consultant for over 10 years, providing scalable solutions to state and federal government projects.
Tasktop Connect 2018
connect.tasktop.com
www.tasktop.com
PMI ACP Classroom Question Paper with AnswersThanh Nguyen
The document contains a full length ACP Classroom Simulation Test with 21 multiple choice questions and their correct answers. The test covers topics related to agile principles and practices like product ownership, revenue types, scrum roles, user story estimation, product planning structures, agile benefits, technical debt, listening skills, and more.
How to Drive Maximum Business Value from IT Investments with the Flow FrameworkTasktop
When organizations connect and measure the impact of their IT investments on the business’ strategy, business and technology leaders are able to partner more effectively and accelerate the delivery of real business value.
But to do so, these teams must be seamlessly aligned throughout the delivery pipeline, able to quickly identify and resolve bottlenecks, and work together to optimize their processes end-to-end. Flow Metrics enable organizations to measure what matters in software delivery, optimizing the flow of business value from ideation to operation and turning IT from a project-oriented cost center to a profit-generating product operating model.
Key Takeaways:
Discover how to align business and IT leaders to optimize value delivery using the Flow Framework™
Learn how to use Flow Metrics to expose bottlenecks and reveal opportunities to improve time-to-market, responsiveness to customers, and quality
Understand how to create a seamless end-to-end flow of business value in large-scale application delivery using Blueprint Storyteller and Tasktop Hub
Removing the Friction Between Project and Portfolio Management and AgileCA Technologies
Portfolio management is where strategy meets execution, taking organizations from an aspirational strategy to realistic delivery while managing investments and work. For organizations with agile teams, there can be friction between the investment governance of their project portfolio and the adoption of Agile practices, stifling their ability to innovate. This session will examine the issues involved and discuss how connecting PPM and agile via CA PPM and CA Agile Central can alleviate this friction and empower organizations to innovate, prioritize investments and deliver rapidly.
For more information, please visit http://cainc.to/Nv2VOe
Improve regression test effectiveness with defect detection percentage (ddp)Tasktop
Learn the fundamentals to calculating how effective your team is at finding bugs in your software. Using ServiceNow and Micro Focus ALM to demonstrate, we’ll show you how to automate the flow of information between your ALM and ITSM tools to monitor DDP in real time.
Synchronizing incidents to your defect tracking tool is imperative if you want to perform root cause analysis to identify what regression test case “should have” trapped the defect during your last round of regression testing and trace it back.
We’ll show you how this integration allows you to:
Monitor your testing teams’ effectiveness in real time
Demonstrate and improve regression test coverage
Protect production environments with early trend detection
A Customer Success Journey Moving From Tasktop Sync to Tasktop Integration Hu...Tasktop
TIAA fully invested in Tasktop Integration Hub with 5 new integrations in February 2018 and also recently migrated 3 integrations from Sync to Hub. During this session, I will share our journey with Hub from original reluctance to switch from Sync to eager adoption after seeing it in action last October. I plan to share our redeployment story, the benefits of Hub, and of course share my technical tips and tricks! I’ve done some interesting work with extensions and the home grown error facility I built that either fixes errors or reports them from the errors retrieved using the Hub API. I’m also looking at performing automated testing of our integrations against new versions of Hub so that I can validate and adopt new Hub features much faster.
Mark Ford
Lead Developer | Global Corporate Solutions Technology (GCST) - TIAA
As a Tasktop Hub administrator I'm always looking for ways to extend Tasktop Hub by developing dynamic extensions and utilities that export/import integrations, improve SDLC processes by synchronizing data between various software products, and reducing our overhead costs.
As a Micro Focus ALM/Quality Center administrator I'm also looking for new ways to provide a better end user experience for our QA users. This includes: implementing better procedures to perform consistent and repeatable template updates with faster turnaround, better access to reporting data, decentralized administration facilities, and tools to help our ALM support staff do their job more effectively.
As a Vivit Board of Director I look for ways to bring more value to the investments in Micro Focus Software for the more than 40,000 Vivit members around the world.
As a Vivit Carolinas co-chapter leader I look for ways to bring value to the other Vivit Carolinas chapter members through chapter events, webinars, and round tables.
Tasktop Connect 2018
connect.tasktop.com
www.tasktop.com
Innovation at scale doesn’t happen by accident. And it isn’t magic, either. How can we encourage innovation and at all levels, ensuring that insights and findings are incorporated into organizational strategy so that we can react and adjust quickly — enabling true business agility? Discovery Kanban and Human Centered Design provide the keys to understanding our customers and managing R&D efforts to ensure we build the right things. In turn, Kanban flight levels provides a rich and robust framework to align these activities across the organization—connecting organizational strategy (at flight level three) down to the efforts of individual teams of knowledge workers (at flight level one).
In this session we will explore how the combination of Discovery Kanban, HCD, and Kanban Flight Levels give us a vocabulary and a rich set of tools to visualize and manage customer-centered innovation efforts at scale. We will start out by reviewing Kanban boards that are used by individual teams to manage their work—at flight level one. We will see how each team’s discovery or delivery efforts are beautifully visualized by Kanban so that they can be integrated and managed effectively. We will then proceed up to flight level two and see how Kanban boards at this level help coordinate multiple inter-dependent discovery and delivery teams. Finally, we will see how a flight level three board captures organizational strategy, tying strategic objectives to both current and future initiatives—that are in turn tracked on flight level one and two boards.
Kanban provides the alternative path to agility: a humane, evolutionary approach that works both within and outside of IT. The combination of HCD, Discovery Kanban, and Kanban flight levels provides a powerful, effective and low-overhead method for achieving true business agility.
This document discusses formalizing portfolio decision processes using Decision Modelling Notation (DMN). It begins with an introduction to business analysis for a project's rationale. It then covers strategy, objectives, and decisions, as well as developing alternatives. The document demonstrates using a decision model and table to evaluate alternatives for a marketing project. It advocates using DMN to simplify complex decision processes by formalizing decision requirements and rules. Finally, it discusses integrating DMN with other modeling notations like BPMN and integrating decisions with processes, data, and motivation.
This document introduces the "Step Wise" approach to planning software projects. It outlines a 10-step process for developing a project plan, including identifying objectives and stakeholders, determining project infrastructure requirements, analyzing characteristics and risks, identifying products and activities, estimating effort, allocating resources, and reviewing the plan. Each step is described in detail using an example scenario of a project to implement a new in-house payroll system for a college.
A graphical CV for the more business driven clients, this CV format reflects myself in a more personal way. Its more intuitive to read for the client and it shows some of my additional skills and influential professionalism to reflect my career in a format different to other candidates and to a potential employer
This document is the 2012 Learning Catalogue from the International Institute for Learning (IIL). It provides an overview of IIL, including its mission of providing learning solutions to help individuals and organizations succeed. It highlights IIL's focus on virtual and mobile learning to meet growing demand. Courses cover topics such as project management, business analysis, leadership skills, and certifications in PRINCE2, ITIL, Six Sigma, and Microsoft Project. The CEO invites readers to take advantage of IIL's instructors, curriculum, and services to build skills critical for career success and survival in today's competitive environment.
The document discusses running successful Agile projects. It notes that software development is challenging because customers may not know their requirements upfront, developers don't know how to build projects initially, and things often change. Agile methods address these challenges by delivering value incrementally, providing visibility, reducing risk over time, and maintaining adaptability. The document then discusses selecting the right project, contract type, and development methodology for Agile success.
The document introduces e-change, an online change management tool that allows users to learn People-Centered Implementation (PCI) methodology through a web-based package including step-by-step guides, online learning, change tools, and resources. E-change aims to provide a cost-effective, convenient, and integrated way to access proven change management practices for planning and implementing organizational change projects. The online tool offers benefits like eliminating travel costs and time, allowing users to get started on change projects immediately without needing to wait for workshops.
Are project tracking tools helping or complicating Continuous Improvement Pro...Kubilay Balci
Are project tracking tools helping or complicating Continuous Improvement Projects? presented by Kubilay Balci at 8. Project Management Symposium in Vienna June 7th, 2017.
click here for narratives:
https://www.linkedin.com/pulse/project-tracking-tools-helping-complicating-continuous-kubilay-balci
This document summarizes an Agile Methods presentation by John Goodpasture. It discusses how Agile focuses on delivering value to customers through frequent incremental deliveries, working in small self-managed teams, and establishing a backlog to guide and prioritize work. It emphasizes that requirements will evolve over time and success relies on embracing change rather than fighting it. Value is realized when customers pay or benefit from the project outcomes, with the overall goal of transforming investments into customer value.
Making Work Product-Centric: A Journey at Nationwide Insurance | Tasktop Conn...Tasktop
Over the last 18 months, Enterprise Digital at Nationwide Insurance experimented with an end to end agile approach to better integrate IT delivery and business activities in the commercial and mobile spaces. Customers are demanding products quicker, and we as a company must find ways to compress the timeline required to deliver the features customers seek to remain competitive. At the end of the second phase of this transition, which comprised just one team, we found a 64% decrease in lead time from discovery to analysis and a 20% decrease in lead time from analysis to implementation. This end to end model stressed co-location of business and IT and working together as one cross-functional team to continuously plan, integrate, and deliver value to our customers. We made the value stream work visible from idea to implementation and organized it in product-centric value streams with the goal of standardizing customer experiences regardless of whether the customer is interacting with our company via web or mobile. This standardization allowed for maximum reusability of requirements, code, and automation, and decreased variances with and the frequency of estimating. In the end to end model, poly-skilling was stressed across both roles and technologies so that all team members had the flexibility to pick up and work on any card at any point in the flow. This, coupled with the team’s use of the tools necessary to implement dev ops capabilities, allowed us to be more responsive to the customer.
Kristen Biddulph
Scrum Master, CSM, CSPO, CAL1 - Nationwide Insurance
Kristen has led software delivery teams over the last 4 years across Nationwide’s Digital assets for Sales, Identity Management, Servicing, and Mobile. Her current focus is on providing solutions to aid high performance teams in their product-centric journeys.
Tasktop Connect 2018
connect.tasktop.com
www.tasktop.com
This document summarizes a presentation on the key questions about agile project management. It discusses what agile is, how to implement agile methods within a traditional waterfall framework, and how to get started with agile. Specifically, it notes that agile prioritizes delivering working software frequently over comprehensive planning. It recommends wrapping agile sprints within a traditional project plan using architecture, interface discipline, and commitments between teams. It also suggests starting with a pilot project and team receptive to agile to demonstrate benefits to customers.
20200205 DHS Agile Center of Excellence Agile Governance Ariel PartnersCraeg Strong
The document discusses an agile governance framework for large-scale agile projects at a government agency. It covers measuring the right metrics like balanced scorecards; avoiding common failures like using velocity for long-range forecasting; adopting better practices like Kanban for dependency management and Monte Carlo simulations for forecasting; and maintaining a repository of reference data on past projects. The framework provides controls, techniques, and procedures for auditing agile projects in a way that reduces risk for large software development efforts.
Project To Product: How we transitioned to product-aligned value streamsTasktop
The project to product movement is quickly gathering speed - a recent Gartner report found that 85% of respondents are shifting to a product-centric mentality. However, the complexity and uncertainty of software delivery at scale, coupled with the sheer number of people involved in the process, is too much for traditional project management techniques. Motivation is not enough to achieve a successful transformation—the product-centric model requires new skill sets, different investments and a change in culture.
What does the shift away from project-thinking really look like?
During this webinar, Tasktop VP of Product Development, Nicole Bryan, combines our own journey with the experience of working with our enterprise customers, to paint a clear picture of the cross-organizational challenges in store - and how you can address them by:
- Adopting a “customer-first” mindset
- Appointing a Product Value Stream Lead and a Product Manager
- Implementing the Flow Framework™ to align the language of IT with the language of the business
This document provides guidelines for NZAID staff on developing Terms of Reference (TOR) documents. It outlines the standard TOR format and common requirements that should be included in TORs, such as objectives, tasks, timeframes, and reporting relationships. The guideline describes the process for developing TORs, which involves identifying the need for an assignment, discussing it with stakeholders, drafting the TOR document, and getting final approval. Developing quality TOR is important for achieving effective development outcomes through defined scopes of work.
This PMI–ACP Seminar will help you to understand and prepare you to take the PMI-ACP® exam and become an
Agile Certified Practitioner, a certification from the Project Management Institute (PMI)®. The PMIACP
exam measures professionalism in Agile Project Management, increases versatility in PM
methods, validates ability to lead Agile teams and Agile software projects that adapt to change,
drive innovation and deliver on–time business value.
Improving ALM, PPM, and Service Delivery Through a Single Pane of Glass | Tas...Tasktop
As an IT professional, prioritizing demand while delivering exemplary customer service is always the expectation. However, completing project work, fulfilling customer requests and mitigating service interruptions while making sure that leadership is informed and nothing slips through the cracks can be daunting. In this session, attendees will learn about Select Medical's journey to implement an automated, integrated toolchain for Service Delivery, Application Lifecycle Management (ALM), and DevOps using Tasktop at the core.
Jeff Zahorchak
Manager, Enterprise Applications - Select Medical
Jeff Zahorchak is a seasoned IT professional with over 14 years of industry experience. He has worked in various roles within enterprise architecture, application design and development, DevOps, infrastructure, virtualization and application performance tuning. Jeff is currently leading a cross-functional group of specialized technologists to enable organizational change. His
teams support enterprise collaboration, database technologies, Application Lifecycle Management (ALM) and DevOps, and IT Service Management (ITSM) across the enterprise. He previously worked as a IT consultant for over 10 years, providing scalable solutions to state and federal government projects.
Tasktop Connect 2018
connect.tasktop.com
www.tasktop.com
PMI ACP Classroom Question Paper with AnswersThanh Nguyen
The document contains a full length ACP Classroom Simulation Test with 21 multiple choice questions and their correct answers. The test covers topics related to agile principles and practices like product ownership, revenue types, scrum roles, user story estimation, product planning structures, agile benefits, technical debt, listening skills, and more.
How to Drive Maximum Business Value from IT Investments with the Flow FrameworkTasktop
When organizations connect and measure the impact of their IT investments on the business’ strategy, business and technology leaders are able to partner more effectively and accelerate the delivery of real business value.
But to do so, these teams must be seamlessly aligned throughout the delivery pipeline, able to quickly identify and resolve bottlenecks, and work together to optimize their processes end-to-end. Flow Metrics enable organizations to measure what matters in software delivery, optimizing the flow of business value from ideation to operation and turning IT from a project-oriented cost center to a profit-generating product operating model.
Key Takeaways:
Discover how to align business and IT leaders to optimize value delivery using the Flow Framework™
Learn how to use Flow Metrics to expose bottlenecks and reveal opportunities to improve time-to-market, responsiveness to customers, and quality
Understand how to create a seamless end-to-end flow of business value in large-scale application delivery using Blueprint Storyteller and Tasktop Hub
Removing the Friction Between Project and Portfolio Management and AgileCA Technologies
Portfolio management is where strategy meets execution, taking organizations from an aspirational strategy to realistic delivery while managing investments and work. For organizations with agile teams, there can be friction between the investment governance of their project portfolio and the adoption of Agile practices, stifling their ability to innovate. This session will examine the issues involved and discuss how connecting PPM and agile via CA PPM and CA Agile Central can alleviate this friction and empower organizations to innovate, prioritize investments and deliver rapidly.
For more information, please visit http://cainc.to/Nv2VOe
Improve regression test effectiveness with defect detection percentage (ddp)Tasktop
Learn the fundamentals to calculating how effective your team is at finding bugs in your software. Using ServiceNow and Micro Focus ALM to demonstrate, we’ll show you how to automate the flow of information between your ALM and ITSM tools to monitor DDP in real time.
Synchronizing incidents to your defect tracking tool is imperative if you want to perform root cause analysis to identify what regression test case “should have” trapped the defect during your last round of regression testing and trace it back.
We’ll show you how this integration allows you to:
Monitor your testing teams’ effectiveness in real time
Demonstrate and improve regression test coverage
Protect production environments with early trend detection
A Customer Success Journey Moving From Tasktop Sync to Tasktop Integration Hu...Tasktop
TIAA fully invested in Tasktop Integration Hub with 5 new integrations in February 2018 and also recently migrated 3 integrations from Sync to Hub. During this session, I will share our journey with Hub from original reluctance to switch from Sync to eager adoption after seeing it in action last October. I plan to share our redeployment story, the benefits of Hub, and of course share my technical tips and tricks! I’ve done some interesting work with extensions and the home grown error facility I built that either fixes errors or reports them from the errors retrieved using the Hub API. I’m also looking at performing automated testing of our integrations against new versions of Hub so that I can validate and adopt new Hub features much faster.
Mark Ford
Lead Developer | Global Corporate Solutions Technology (GCST) - TIAA
As a Tasktop Hub administrator I'm always looking for ways to extend Tasktop Hub by developing dynamic extensions and utilities that export/import integrations, improve SDLC processes by synchronizing data between various software products, and reducing our overhead costs.
As a Micro Focus ALM/Quality Center administrator I'm also looking for new ways to provide a better end user experience for our QA users. This includes: implementing better procedures to perform consistent and repeatable template updates with faster turnaround, better access to reporting data, decentralized administration facilities, and tools to help our ALM support staff do their job more effectively.
As a Vivit Board of Director I look for ways to bring more value to the investments in Micro Focus Software for the more than 40,000 Vivit members around the world.
As a Vivit Carolinas co-chapter leader I look for ways to bring value to the other Vivit Carolinas chapter members through chapter events, webinars, and round tables.
Tasktop Connect 2018
connect.tasktop.com
www.tasktop.com
Innovation at scale doesn’t happen by accident. And it isn’t magic, either. How can we encourage innovation and at all levels, ensuring that insights and findings are incorporated into organizational strategy so that we can react and adjust quickly — enabling true business agility? Discovery Kanban and Human Centered Design provide the keys to understanding our customers and managing R&D efforts to ensure we build the right things. In turn, Kanban flight levels provides a rich and robust framework to align these activities across the organization—connecting organizational strategy (at flight level three) down to the efforts of individual teams of knowledge workers (at flight level one).
In this session we will explore how the combination of Discovery Kanban, HCD, and Kanban Flight Levels give us a vocabulary and a rich set of tools to visualize and manage customer-centered innovation efforts at scale. We will start out by reviewing Kanban boards that are used by individual teams to manage their work—at flight level one. We will see how each team’s discovery or delivery efforts are beautifully visualized by Kanban so that they can be integrated and managed effectively. We will then proceed up to flight level two and see how Kanban boards at this level help coordinate multiple inter-dependent discovery and delivery teams. Finally, we will see how a flight level three board captures organizational strategy, tying strategic objectives to both current and future initiatives—that are in turn tracked on flight level one and two boards.
Kanban provides the alternative path to agility: a humane, evolutionary approach that works both within and outside of IT. The combination of HCD, Discovery Kanban, and Kanban flight levels provides a powerful, effective and low-overhead method for achieving true business agility.
This document discusses formalizing portfolio decision processes using Decision Modelling Notation (DMN). It begins with an introduction to business analysis for a project's rationale. It then covers strategy, objectives, and decisions, as well as developing alternatives. The document demonstrates using a decision model and table to evaluate alternatives for a marketing project. It advocates using DMN to simplify complex decision processes by formalizing decision requirements and rules. Finally, it discusses integrating DMN with other modeling notations like BPMN and integrating decisions with processes, data, and motivation.
This document introduces the "Step Wise" approach to planning software projects. It outlines a 10-step process for developing a project plan, including identifying objectives and stakeholders, determining project infrastructure requirements, analyzing characteristics and risks, identifying products and activities, estimating effort, allocating resources, and reviewing the plan. Each step is described in detail using an example scenario of a project to implement a new in-house payroll system for a college.
The document introduces software project management. It discusses that software projects are a type of project management that faces unique challenges due to the invisible nature and complexity of software. Successful project management requires setting clear and measurable objectives, thorough planning, and active monitoring and control to adapt to inevitable changes. Communication between stakeholders is essential throughout the project life cycle.
The document introduces software project management. It discusses that software projects are a type of project management that faces unique challenges due to the invisible nature and complexity of software. Successful project management requires defining clear and measurable objectives, developing plans, and continuously monitoring and controlling the project to adapt to inevitable changes. Communication between stakeholders is essential throughout the project life cycle.
The document discusses virtual project management (VPM) as an alternative to on-site project management. It notes that VPM allows projects to leverage globally distributed subject matter experts and resources while reducing project management costs and time through use of collaborative technologies and a standardized methodology. VPM focuses project managers on exception handling rather than day-to-day tasks.
The document discusses virtual project management (VPM) as an alternative to on-site project management. It notes that VPM allows projects to utilize globally distributed subject matter experts, requires little travel by project managers, and reduces project time and costs compared to traditional on-site management through leveraging collaborative technologies. VPM services are offered for $750 per week on average.
The document provides an overview of Agile project management practices. It defines Agile as an iterative approach to development with deliverables in short sprints. Agile allows for continuous collaboration and visibility into the project. It notes that Agile projects historically have lower failure rates and better ability to adapt to changes compared to traditional waterfall methods. The document outlines Agile principles and mechanics, including self-organizing teams, daily stand-ups, product backlogs and sprints.
This document discusses new demands on project management offices including slimming down processes, reducing overhead costs, and improving the value of reporting. It proposes a lighter touch project management approach with a single web page per project that continuously tracks key information like costs, benefits, risks, and milestones. Embedding project reporting within operational reporting would allow managers to make better decisions by seeing projects in the context of departmental goals, budgets, and other priorities. The goal is to encourage more collaborative working across projects and operations to improve overall performance outcomes.
The document discusses tackling digital transformation. It notes that 70% of siloed digital transformation initiatives ultimately fail due to insufficient collaboration or integration. It then provides tips for successfully implementing digital transformation, such as cutting red tape, empowering business users, gaining customer intelligence, introducing incremental changes, and establishing consistent release processes. The document backs this advice by describing two case studies where clients successfully transformed digitally using these principles.
Critical Chain Project Management (CCPM) is a project management approach that allows you to finish nearly all your projects on time, to reduce their durations by about 40%, to provide excellent visibility and anticipation capability, and to create a much better working environment with much less stress and firefighting.
CCPM is the Theory of Constraints' project management "solution". In this webinar, Philip Marris, who has more than 30 years of experience in the use of the Theory Of Constraints (TOC) in over 250 different companies, presents the essential components of the "Critical Chain Way": how to plan projects, how to execute them, how to implement CCPM and how to further improve performance with a focused continuous improvement process.
Many real life examples will be included drawn from Marris Consulting's extensive Critical Chain experience in a great variety of environments and a great variety of types of projects: new product development, MRO, Capex projects, 10 day projects and 10 year projects...
He explains the why he recommends using TOC's 5 focusing steps to project portfolios, a process often resulting in increases in productivity of more than 100% (2 to 3 times more projects completed per year).
He adds his own points of view and recommendations: the possibility of combining Agile with CCPM, the relationship between CCPM and the PMI's (Project Management Institute) body of knowledge, the combination of CCPM with Lean Engineering...and how easy it is to get these extraordinary results.
Strategic Consequences of a Development Balanced Resource PoolGreg Spehar
Attendees will learn the importance for ISVs (Independent Software Vendors) to balance their development resources with productivity, quality and cost as their core approach.
Greg Spehar has been working in the Project Management Profession as a Senior Program Manager for over 20+ years. He has worked on some large projects for a local insurance company, government, healthcare, non-profits and recently he has helped an international corporation that builds security technology platforms. Greg has become an expert in international use of off-shore development resources for ISVs to achieve critical strategic advantages and more importantly, he has become an expert in helping companies obtain a strategic advantage through balancing their resource pool.
The document discusses solutions for project-driven organizations using Microsoft Dynamics as an integrated project management and accounting solution. It highlights key challenges organizations face around project delivery, reporting, and resource utilization. The solution aims to provide real-time visibility into projects, optimize resource allocation, shorten billing cycles, and improve profitability, efficiency, and customer service.
Shambaugh & Son is a contracting and engineering firm that has survived and grown during the recent economic recession through a commitment to excellence and key fundamentals like design-build project delivery, lean construction practices, quality assurance, safety, and a customer-focused approach. The document highlights several large, successful projects Shambaugh has completed for healthcare and food processing clients.
PMOpartners is a consulting firm specialized in project management. They provide solutions using Daptiv, a leading project portfolio management software. Daptiv allows organizations to manage projects, programs, resources, budgets and dashboards. It provides visibility and automation to support strategic decision making. PMOpartners implements Daptiv for clients and provides services around portfolio management, project management and IT service management. Their case studies show how Daptiv has helped organizations control budgets, standardize processes and gain visibility into projects and portfolios.
How much should you budget when your brand is worth 1.6 billion and reaches 7 million customers? Legal & General spent 2 million without, they feel, cutting corners.
John Godfrey, Legal & General, group communications director
This document provides an overview of an Agile summit held by the Michigan Digital Government. It introduces Agile concepts and frameworks like Scrum. Key benefits of Agile cited include accelerated time to market, improved ability to manage changing priorities, and enhanced software quality. The summit objectives were to introduce Agile, discuss how it differs from traditional approaches, consider its application in the public sector, and allow for discussion. Agile principles like early delivery of working software, self-organizing teams, and responding to change are outlined. The document also discusses scaling Agile to multiple teams, risks, and contracting approaches to support Agile projects.
Srinivas Reddy Pocha has over 12 years of experience in SAP ABAP development. He has worked on projects for clients like BMW, Nestle, Merck, and British Petroleum. His technical skills include ABAP, HANA modeling, UI5, and SAP SLT. He has experience developing enhancements, interfaces, and reports for modules like SD, MM, FI/CO, and real estate. Pocha has worked in both onshore and offshore roles in India and Germany.
The document discusses solutions for project-driven organizations and introduces Microsoft Dynamics as a powerful project management and accounting solution. It highlights key challenges organizations face around project delivery, reporting, and resource utilization. The solution integrates various Microsoft products to provide real-time visibility, optimize resource allocation, and improve profitability, billing cycles, and service agility.
Cbt storage at scale use case deck ppt pdfjaswantinxero
CB Technologies is a technology solutions provider that offers services including cloud computing, storage, analytics, IT supply chain optimization, and hybrid IT. It has world-class engineers and partnerships with industry-leading technology companies. CB Technologies takes a consultative approach to develop digital strategies and customize solutions for clients' business problems. It helps clients pilot innovations, scale solutions, and achieve business value through its customer success methodology. The document highlights CB Technologies' STORAGE@scale solution and how it helped a Fortune 100 energy company meet its storage needs for a private cloud environment at a competitive price point.
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masVenta hybrid-project-management-june-2017 - Agile Austria Graz 2017
1. Tel. +49 2404 91391 0
Fax +49 2404 91391 31
crm@masventa.de
www.masventa.de
Robust Hybrid rather than Agile or Waterfall
Why there is finally no alternative
Rainer Wendt, masVenta Business GmbH, June 2017
PMI, the Registered Education Provider logo, PMBOK, PMP, PgMP, PfMP, CAPM, PMI-SP, PMI-RMP, PMI-ACP, PMI-PBA, the PMI logo, and the PMP logo and PMBOK are marks of the Project Management Institute, Inc. IIBA®, the IIBA® logo, BABOK® and Business Analysis
Body of Knowledge® are registered trademarks owned by International Institute of Business Analysis. CBAP® and the CBAP® logo are registered certification marks owned by International Institute of Business Analysis. Certified Business Analysis Professional™, EEP™ and the
EEP™ logo are trademarks owned by International Institute of Business Analysis. Certification of Competency in Business Analysis™, CCBA™ and the CCBA™ logo are trademarks owned by International Institute of Business Analysis.
2. Robust Hybrid rather than Waterfall – June 2017 2
Agenda
Introduction
Waterfall or Agile?
Blending and Tailoring
Easy Quick-Wins
The Harder Stuff
Roles and Responsibilities
Micro- and Macro Management
The key stakeholder in Business: the Product Owner
Summary
3. Robust Hybrid rather than Waterfall – June 2017 3
Dipl. Ing. Rainer Wendt, CBAP, PMP, PMI-PBA, PMI-ACP
Study of Electrical Engineering in Aachen
25+ Years Experience in
- Software development and –architecture
- Project Manager in Telecommunications, Energy and Finance
- Requirements Engineering and Business Analysis
- Risk Management
- Change Management
- Training, Coaching
- Etc.
Managing Director masVenta Business GmbH
President IIBA Chapter Germany
Your speaker today
4. Robust Hybrid rather than Waterfall – June 2017 4
masVenta Business GmbH – Brief Profile
Established in 2007
Located in Aachen, Germany
Training and Consultancy in Business and
Technology. Projects in Banking, Energy,
Telecom and Hi-Tech…
Business Analysis
Business-driven Requirements Management
and Communication
IIBA® Endorsed Education ProviderTM
Project Management
Successful Management of Projects by
applying Best Practices
PMI® Registered Education ProviderTM
Business Intelligence
BI-Requirements Analysis, Reporting Data
Warehousing, Performance Management
Process Optimization
Sustainable Process Improvements by
satisfying Customer and Business Needs
5. Robust Hybrid rather than Waterfall – June 2017 5
- The Portfolio-ABC at a glance
Academia
Business Analysis &
Project Management
Trainings
Public, In-House & Live
Online Trainings
IIBA® Endorsed
Education Provider
PMI® Registered
Education Provider
Business Solutions
Business Intelligence
Self Service BI
PowerPivot Support &
Governance
End User Computing
Management
End User Computing
Governance, Risk &
Compliance
Consulting
Provisioning experts for
projects
Conceptualization
Coaching
Business Analysis
Business Intelligence
Project Management
Process Optimization
6. Robust Hybrid rather than Waterfall – June 2017 6
Some recent customers and our partners
7. Robust Hybrid rather than Waterfall – June 2017 7
Airport Berlin BER
Initially planned Cost 1995 approx. 1,000 Mio €
Estimated Cost 2017 more than 6,000 Mio €
Initially planned Opening Date 2007
Estimated Opening Date 2018 ??
Cost - exploded by factor 6
Time - late by 10 years
Photo: By Muns (Own work) [GFDL (http://www.gnu.org/copyleft/fdl.html) or CC BY 3.0 (http://creativecommons.org/licenses/by/3.0)], via Wikimedia Commons
8. Robust Hybrid rather than Waterfall – June 2017 8
Challenged Projects – Facts and Figures
0% 2% 4% 6% 8% 10% 12% 14%
New Technology
Unrealistic Time Frames
Unclear Objectives
Unrealistic Expectations
Lack of Resources
Technology Incompetence
Lack of Executive Support
Changing Requirements & Specifications
Incomplete Requirements & Specifications
Lack of User Input
Source: CHAOS Report by The Standish Group, 2014, 365 Respondents
31%
16%
53% Cancelled
Sucessful
Challenged
• 16% Fully successful
• 31% Completely terminated
• 53% Had significant challenges
(Reasons see below)
10. Robust Hybrid rather than Waterfall – June 2017 10
Waterfall-Phases vs. Agile Iterations
Plan
Design
Develop
Test
Plan
Design
Develop
Test
Plan
Design
Develop
Test
Plan
Design
Develop
Test
4 Wks
8 Wks
12 Wks
16 Wks
M1
M2
M3
M4
Plan
Design
Develop
Test
11. Robust Hybrid rather than Waterfall – June 2017 11
Scrum – the most polular agile practice
Source: By Lakeworks - Own work, GFDL, https://commons.wikimedia.org/w/index.php?curid=3526338
Continuously prioritize
Business Requirements
User Stories (Epics)
Fetch sufficient
requirements for the
next iteration and
specify acceptance
criteria
Implement
Requirements and
discuss them in the
team daily
Demonstrate results
and achieve a partly
acceptance,
Deliver!
12. Robust Hybrid rather than Waterfall – June 2017 12
Inverting the Triangle
From Ryan Matena, Ready for Agile, Projects@Work.com
Ressources
& Time are
uncertain
Final
Scope
uncertain
13. Robust Hybrid rather than Waterfall – June 2017 13
Ongoing Prioritisation
Product Backlog Sprint Backlog
H
M
L
14. Robust Hybrid rather than Waterfall – June 2017 14
Is „Agile“ good or bad for my project?
Some typical concerns from Business perspective
• More work for us!
• Developer anyway do what they want
to do – Business can hardly steer them
• Documentation mostly „too lean“ and
this insufficient for Compliance and
Audit purposes
• Deliverables are not exactly specified
in the contract
• Not all bespoken deliverables will
make it
• High risks with T/M as well as Fixed
Price
• More involvement for us!
• Business will always set priorities –
for each sprint
• „Changes are always welcome“ –
we can change - whenever we
want
• Ready-to-use features will be
available after each Sprint
• Fail Fast: If the results of a sprint
are not good, the loss is limited
• We will be working in one team
without boundaries between
customer and vendor
15. Robust Hybrid rather than Waterfall – June 2017 15
So, which way is less riskier now?
16. Robust Hybrid rather than Waterfall – June 2017 16
Hybrid
AgileWaterfall
Keep calm!
You do not need to decide to turn left or right!
19. Robust Hybrid rather than Waterfall – June 2017 19
Some easy-to-apply
“Agile Quick Wins”
20. Robust Hybrid rather than Waterfall – June 2017 20IIBA Germany Chapter e.V. 20
Communication: Daily “Stand-up“
• What did I do yesterday?
• What do I plan for today?
• Which impediments do I see?
21. Robust Hybrid rather than Waterfall – June 2017 21
Transparency: Big Visible Boards
22. Robust Hybrid rather than Waterfall – June 2017 22IIBA Germany Chapter e.V. 22
Big Visible Boards
23. Robust Hybrid rather than Waterfall – June 2017 23
Transparency: Burn-Down-Chart
By I8abug (Own work) [CC BY-SA 3.0 (http://creativecommons.org/licenses/by-sa/3.0)], via Wikimedia Commons
slow
fast
24. Robust Hybrid rather than Waterfall – June 2017 24
…and Lessons Learned
Empirical approaches…
25. Robust Hybrid rather than Waterfall – June 2017 25
The harder stuff
- or -
Being in the real world
30. Robust Hybrid rather than Waterfall – June 2017 30
Paradise-like environments and others…
Software manufacturers
- Agile processes at the core of the company´s business
- Strong Product Manager as Product Owner
Internal projects
- Business is rarely familiar with agile practices, often skeptical
- Weak matrix project managers are fighting for part-time staff, e.g. PO
Customer projects
- Vendor & customer are different companies, close collaboration is difficult
- Vendor PO decoupled from end users, good customer PO is hard to find
The Agile
Paradise
Challenging
it depends…
Where the Robust Hybrids survive
31. Robust Hybrid rather than Waterfall – June 2017 31
Command & Control vs. Self-steering Teams
PM assigns work packages according to the
master project plan, based on agreed and
negotiated top-down estimations
➢ Work packages rarely get done in time due
to wrong estimations, re-prioritization or
other distractors. Plan falls behind.
➢ Team might not feel genuinely responsible
Risk: Dissatisfaction due to late deliveries
Team responsibly fetches the work for the
next iteration from the prioritized product
backlog, promising working software
➢ Work package set might become too small
when re-estimated in a bottom-up way
➢ Team feels responsible, not being able to
deliver on time is seen as failure by them
Risk: Incomplete/shrinking overall scope
PM and customer chop the project into phases of smaller projects with a defined scope, overall
goal is that neither overall scope nor phase scope do shrink
Full acceptance by the end customer is obtained after each phase, customer is always involved
Teams have phase-bound goals, they should have promised to fulfill the scope of the phase
Features shall not cross phase borders; if they have to, the project faces a classic project change
Phases are time-boxed, i.e., on-time. Scope deviations have to be managed between PM and PO.
AGILEWATERFALL
WHY HYBRID AND HOW?
32. Robust Hybrid rather than Waterfall – June 2017 32
A real case study:
A tailored hybrid customer project w/ 4 phases
Phase 1
12 wks
2 Wo
Test-
cases
2
2 Wo
4 wks
Test-
cases
1
2 Wo
Phase 2
12 wks
2 Wo
Test-
cases
3
2 Wo
Phase 3
12 wks
2 Wo
Test-
cases
4
2 Wo
Phase 4
12 wks
August 1st, 2017
2 Wo
UAT
1
U
AT
2
UA
T
3
Bug fixing 1 Bug fixing 2 Bug fixing 3
UAT Bug
fixing
Final
delivery
Y wks
Go Live
Final UAT
September 2018
Customer facing “agile” process
August 1st, 2017 October 31st, 2017
1 2 3 4 5 6
Internal agile process with 2-weeks sprints, 6 per phase
1 year
3 months
Re-test bug fixing
of former phase
33. Robust Hybrid rather than Waterfall – June 2017 33
Roles and Responsibilites in Scrum
ScrumMaster
Product Owner
Scrum Team
StakeholdersSponsor
Business AnalystProject Manager
Source: Watermark Learning
34. Robust Hybrid rather than Waterfall – June 2017 34
• Detailed Business Analysis of the processes
and products in scope
• Business Requirements / Scope
• Solution concept
• Business Case / Budget release
• Project Initiation and Goal Definition
• Planning and Execution
• Validating the solution
• Project Closure
Project Management goes agile
35. Robust Hybrid rather than Waterfall – June 2017 35
• Detailed Business Analysis of the processes
and products in scope
• Business Requirements / Scope
• Solution concept
• Business Case / Budget release
• Project Initiation and Goal Definition
• Agile Planning and Execution
• Validating the solution
• Project Closure
Project Management goes agile
36. Robust Hybrid rather than Waterfall – June 2017 36
S1M1 M4 = Go LiveM3M2
Plan
Design
Develop
Test
Plan
Design
Develop
Test
Plan
Design
Develop
Test
Plan
Design
Develop
Test
Plan
Design
Develop
Test
Plan
Design
Develop
Test
Plan
Design
Develop
Test
Project 1
Project 2
Project 3
SIT
&
UAT
Reporting between Micro- and Macro Layers
Reports/
Deliverables
Program
(Macro view)
AGILITY
AGILITY
AGILITY
37. Robust Hybrid rather than Waterfall – June 2017 37
Roles and Responsibilites in Scrum
ScrumMaster
Product Owner
Scrum Team
StakeholdersSponsor
Business AnalystProject Manager
Source: Watermark Learning
38. Robust Hybrid rather than Waterfall – June 2017 38
The key
stakeholder in
Business:
the Product Owner
39. Robust Hybrid rather than Waterfall – June 2017 39
The Dilemma of the Part-Time-PO
A Product Owner from Business
can hardly dedicate 100% of his
capacity to the project
Usually, the day-to-day business
has priority
Product Owners from the
Business are often lacking
experiences and skills in agile
projects
Orientation is difficult
40. Robust Hybrid rather than Waterfall – June 2017 40
The PO-Team
(an example) I am the
Lead PO
I am a
Business
Analyst
I am a
Dev SME
The Lead PO from the
Business has the final say re.
the value-oriented
prioritization
The Business Analyst
manages the Backlog
The Business Analyst
formulates User Stories and
Acceptance Criteria
The Development Subject
Matter Expert gives advice
re. technical dependencies,
feasibility and risk
41. Robust Hybrid rather than Waterfall – June 2017 41
The PO-Team makes it
The Lead Product Owner will be
supported by a Business Analyst
re. the following tasks:
▪ Defining user roles and personas
▪ Eliciting requirements from stakeholders and users
▪ Defining user stories and acceptance tests
▪ Helping the PO prioritize and manage the Product Backlog
▪ Facilitating user story workshops
▪ Building requirements runway for upcoming iterations
▪ Identifying themes for releases
▪ Contributing to release and iteration planning
▪ Identifying and estimating business analysis tasks
▪ Analyzing business and technical impacts of requirements
BA
42. Robust Hybrid rather than Waterfall – June 2017 42
Summary
Waterfall and Agile are no black and white alternatives, but
building blocks of a modern, hybrid Project Management
Phases, Releases and Iterations should be tailored to the needs
of the projects
Program-, Portfolio- or Macro Management shall give the agile
Micro Management the necessary freedom in order to exploit
the potentials and mitigate the risks
The Product Owner from Business is the most important key
stakeholder; he needs help, e.g. from a Business Analyst
43. Robust Hybrid rather than Waterfall – June 2017 43
Next German BA event in 2017
Frank Boos,
Dipl.-Wirtschaftsmath.
Prof. Dr.
Giampiero Beroggi
Dr. Philipp S. Müller
Industry General Manager
Stefan Marc Wagner,
Design Thinking Coach
Oliver Lehmann,
M.Sc., PMP, CLI-CA
http://www.business-analyse-summit.com
44. 1ST EUROPEAN DAY OF
BUSINESS ANALYSIS
A future without borders in a digital world
Frankfurt am Main, Eschborn, May 17th-18th, 2018
www.ba-day.com