Michelle Vithal Bergström presented on applying agile and waterfall methodologies at IKEA. She discussed how IKEA uses a hybrid "Agile Waterfall" approach, balancing predictive and adaptive methods based on factors like project complexity and team skills. Bergström summarized three IKEA projects that demonstrated different levels of agile adoption. She concluded that the Agile Waterfall allows IKEA to apply the best practices of both methods and deliver value faster while balancing plans with flexibility.

1. 04/11/2013
© Inter IKEA Systems B.V. 2013
The Agile
Waterfall
@ IKEA
Michelle Vithal Bergström, PMP®
IKEA Vision
“Creating a better
everyday life for the
many people”
Michelle Vithal Bergström, PMP®
Reaching more of
the many people
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2. 04/11/2013
IKEA IT PMO
• Project Managers: 38+
• Geographical location:
Älmhult, Helsingborg,
Wallau & Dortmund
• No. of projects FY13:
64
• Project steering model:
PPS
Michelle Vithal Bergström, PMP®
Project Management @ IKEA IT
Process
Business
needs
Assessment &
recommendation
Service Management
Prioritization
&
Authorization
Operation
Project Management
Project Management
Practical Project Steering (PPS)
DP1
Start and
prepare
DP2
DP3
Continue, interrupt Making a
or change
commitment
Prepare
DP4
Start
execution
DP5
Continue, interrupt
or change
Execute
DP6
Approve the
delivery
DP7
Approve the
transfer
DP8
Conclude
the project
Conclude
Michelle Vithal Bergström, PMP®
Agile history – Sweden
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Incremental software development – 1950’s
Rational Unified Process – 1994
Scrum – 1995
Crystal Clear, Extreme Programming – 1996
Adaptive Software Development – 1997
Feature Driven Development – 1997
Agile Manifesto – 2001
PMI Sweden Chapter first Agile seminar – 2002
Large corporations in Sweden – Agile Vs. Waterfall – 2003
Frequent Agile seminares and trainings in Sweden - 2007
PMI Agile Certfied Practitioner (PMI-ACP®) - 2011
Michelle Vithal Bergström, PMP®
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3. 04/11/2013
How we applied the Agile Waterfall
Michelle Vithal Bergström, PMP®
The Agile Waterfall balance
Waterfall
Predictive
Well Defined
Known
Average
A
Large
Distributed
High
Process
Low
Conservative
High
Involved
Agile
Time
Scope
Costs
Team skill level
T
kill l
l
Team size
Team Location
Documentation
Orientation
Expected Change
Culture
Company Awarness
Steering Committees
Adaptive
Flexible
Uncertain
High
Hi h
Small
Co-located
Low
People
High
Innovative
Low
Informed
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Michelle Vithal Bergström, PMP®
Sales Reconcilliation SAREC+
• PM Organisation: 1 Global project + Local rollouts
• Scope: Implement one global SAREC+ solution
including:
• IT System
• Working Routines
• Education and Communication Material
• Trained Support Organisation staff
• Ti
Time plan: M lti year
l
Multi
• Complexity: Medium
• Number of end users: Medium
• Agile adoption: Medium, Multiple DP3-DP6
Michelle Vithal Bergström, PMP®
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4. 04/11/2013
Finance Data Warehouse
• PM Organisation: 1 Global project, central implementation
• Scope: Develop and implement new Finance Data
Warehouse
• Data Warehouse based on latest database standards
• Standard front end reporting tool
• Training and Communication Material
• Ti
Time plan: M lti year
l
Multi
• Complexity: High
• Number of end users: Low
• Agile adoption: Medium (High then low),
Multiple DP3-DP6
Michelle Vithal Bergström, PMP®
Finance Data Warehouse
Over time, over budget, out of control project led to
enforcing traditional project management:
Weak SG
Accountable SG
Backlog
Detailed time plan
Flexible scope
Frozen scope
New features
Formal Change Request
Unknowns
Transparency
Weekly status
Frequent communication
Blame game
Committed team
Michelle Vithal Bergström, PMP®
Supply Transport Management
System
• PM Organisation: 1 Global Program, 9 global
projects, 4 Agile projects
• Scope: Implement a new foundation (Processes
and IT Solutions) for the Transport Purchase and
Delivery area at IKEA.
• Ti
Time plan: M lti year
l
Multi
• Complexity: High
• Number of end users: High
• Agile adoption: High, Multiple DP3-DP6
Michelle Vithal Bergström, PMP®
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5. 04/11/2013
Supply Transport Management
System
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40+ persons in four parallel self-organising Scrum
teams
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IT Demand, IT Delivery , Functional org. and vendors
together in same teams.
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Close collaboration to other teams
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Each Sprint 4 weeks
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Approx 4500 hours
Planned bottom up and cross team commitment
Common Sprint goal for all teams
Securing progress and remove impediments in
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Change management, Environment/Deployment, Core Test
teams, Core Design teams, Design Workgroups
Daily Scrums
Weekly Scrum
Scrum of Scrum
Daily planning and follow-ups in burndown charts
Kanban sessions
Project steering of each Release
•
ITPM
•
PMM Operational
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PMM Strategic
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STMS Steering group
Michelle Vithal Bergström, PMP®
Lessons Learned
Michelle Vithal Bergström, PMP®
Lessons Learned - Benefits of the Agile Waterfall
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Not restricted to one method.
Choose what applies best to your
project.
Aligned with company budgeting and
prioritisation processes.
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Enables clear scope definition and
aggressive timelines to deliver
functionality.
functionality
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Balance detailed plan with flexible
solution.
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Sprints enable focus on completing
smaller pieces of functionality.
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Frequent collaboration allows early
validation.
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Value delivered faster.
Michelle Vithal Bergström, PMP®
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6. 04/11/2013
Lessons Learned
Known pit-falls
Don’t forget to consider
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Project Management methodology
Culture
Business processes
Pricing model
Outsourcing
Procurement process
Level of organizational collaboration
g
Availability of stakeholders
Team size, experience & location
Deployment strategy
Change control process
Length of iterations
Stability of requirements
Tools and skills
Skills in Agile
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“We don’t need plans or
documentation anymore”
Adopting Scrum without key agile
principles e.g.
• communication/collaboration
• continuous integration
• robust engineering practices.
“Consultant approach” - no project
end in sight.
Michelle Vithal Bergström, PMP®
Wrap-up
Michelle Vithal Bergström, PMP®
Apply the Best of Both Worlds
PM Knowlege Areas
Agile Manifesto
Individuals
and
interactions
over
Processes and
tools
Working
software
over
Comprehensive
documentation
Customer
collaboration
ll b
ti
over
Contract
negotiation
ti ti
Responding
to change
over
Following the
plan
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Project
Project
Project
Project
Project
Project
Project
ojec
Project
Project
Project
Integration Management
Scope Management
Time Management
Cost Management
Quality Management
Human Resource Management
Co
Communications Management
u ca o s a age e
Risk Management
Procurement Management
Stakeholder Management
Michelle Vithal Bergström, PMP®
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7. 04/11/2013
Success through a set of
shared values
• Togetherness and enthusiasm.
• Constant desire for renewal.
• Cost-consciousness.
• Willingness to accept and
delegate responsibility.
• Humbleness and will-power
will power.
• Simplicity.
• Leadership by example.
• Daring to be different.
• Striving to meet reality.
• Being on the way.
Michelle Vithal Bergström, PMP®
Questions?
Michelle Vithal Bergström, PMP®
Contact details
Michelle Vithal Bergström, PMP®
Senior Project Manager
IT Delivery
Mobile: +46 723 527737
E-mail: michelle.vithal.bergstrom1@ikea.com
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8. 04/11/2013
Home
is the most important
place in the world!
Michelle Vithal Bergström, PMP®
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