There is a lot of talk about agility that would mean the end of the traditional methods of project management. However, many companies still use a traditional approach. What should be done and when should it be done? Should we rely on the agile or stay on the traditional methods that have proved their worth?
The solution may be between the two: hybridization between traditional project management and agile methods in order to use their respective strengths and limit the impact of their weaknesses.
This session aims to present the main principles of a hybrid approach: what are the differences between agile and traditional management? Why Hybridization? How to choose ? How to implement it?
Our latest webinar "Software Development with Agile Waterfall Hybrid Method" presents you the pros and cons of both methodologies, Agile and Waterfall.
Watch our webinar to learn more about what kind of projects the Hybrid model works for best, and how exactly you can implement a Hybrid approch in software development and benefit from the advanced features of codeBeamer ALM software.
[To download this complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations]
This introduction to Agile and Scrum is a presentation that provides a high-level overview of Agile and Scrum methodologies. The presentation is aimed at individuals who may have heard of Agile and Scrum but are not familiar with the concepts or principles.
The presentation begins with an introduction of the basic principles and values of Agile and Scrum, which includes an explanation of the Agile philosophy and principles, and an overview of the Scrum framework and its origins. It also discusses the benefits and drawbacks of Agile and Scrum and compares them to traditional project management methodologies.
The key roles and responsibilities within a Scrum team are discussed next, including the three key roles of Scrum Master, Product Owner, and Development Team. An explanation on how these roles interact with each other and the wider organization is provided.
The Scrum framework and its key components, including an overview of Sprints, Backlog, and Artifacts are also explained. The Scrum events, including Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective, are also covered.
Lastly, successful examples of how Agile and Scrum are used in various industries, such as software development, marketing, and education are presented. Discussions on how Agile and Scrum can be adapted to fit the needs of different projects and organizations are also provided.
By the end of the Agile and Scrum PPT presentation, attendees would have a solid foundation in Agile and Scrum methodologies, including a basic understanding of the principles and values, the Scrum framework and its key components, and the roles and responsibilities of the Scrum team. They would be equipped with the necessary knowledge to apply Agile and Scrum to their own work.
LEARNING OBJECTIVES
1. Understand the basic principles, values, benefits and drawbacks of Agile and Scrum.
2. Understand the key roles of the Scrum team, and the Scrum framework and its key components.
3. Understand how Agile and Scrum can be applied to various industries and projects and adapted to fit different situations.
Our latest webinar "Software Development with Agile Waterfall Hybrid Method" presents you the pros and cons of both methodologies, Agile and Waterfall.
Watch our webinar to learn more about what kind of projects the Hybrid model works for best, and how exactly you can implement a Hybrid approch in software development and benefit from the advanced features of codeBeamer ALM software.
[To download this complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations]
This introduction to Agile and Scrum is a presentation that provides a high-level overview of Agile and Scrum methodologies. The presentation is aimed at individuals who may have heard of Agile and Scrum but are not familiar with the concepts or principles.
The presentation begins with an introduction of the basic principles and values of Agile and Scrum, which includes an explanation of the Agile philosophy and principles, and an overview of the Scrum framework and its origins. It also discusses the benefits and drawbacks of Agile and Scrum and compares them to traditional project management methodologies.
The key roles and responsibilities within a Scrum team are discussed next, including the three key roles of Scrum Master, Product Owner, and Development Team. An explanation on how these roles interact with each other and the wider organization is provided.
The Scrum framework and its key components, including an overview of Sprints, Backlog, and Artifacts are also explained. The Scrum events, including Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective, are also covered.
Lastly, successful examples of how Agile and Scrum are used in various industries, such as software development, marketing, and education are presented. Discussions on how Agile and Scrum can be adapted to fit the needs of different projects and organizations are also provided.
By the end of the Agile and Scrum PPT presentation, attendees would have a solid foundation in Agile and Scrum methodologies, including a basic understanding of the principles and values, the Scrum framework and its key components, and the roles and responsibilities of the Scrum team. They would be equipped with the necessary knowledge to apply Agile and Scrum to their own work.
LEARNING OBJECTIVES
1. Understand the basic principles, values, benefits and drawbacks of Agile and Scrum.
2. Understand the key roles of the Scrum team, and the Scrum framework and its key components.
3. Understand how Agile and Scrum can be applied to various industries and projects and adapted to fit different situations.
Do you know what it takes to build a high-IMPACT PMO?
(attend the free training for this slideshare here: http://bit.ly/2Gu1I7S)
Whether you are starting a PMO for the first time, trying to get your PMO back on track, or just want to ensure that your PMO is as high-IMPACT as possible, this presentation will get right to the heart of what actually makes a difference, where you should start, and how to accelerate your PMO performance to deliver high-IMPACT outcomes for the organization.
It’s time to stop talking about “PMO survival” and ensure that YOU and your PMO are THRIVING!
This system has been developed leveraging more than 20 years of research and application of the most important techniques that Laura has used to transform the careers of hundreds of project managers, enabling them to become an invaluable strategic asset that business leaders are fighting over.
If you would like to attend the free training on this topic, go here: http://bit.ly/2Gu1I7S
After watching this presentation, you will be prepared to leverage a set of immediately applicable techniques to help you Get. It. Done.
Discover the right tools for your Project Management Office (PMO)Hussain Bandukwala
No matter what the domain, having the right tools at our disposal can make a significant difference.
In relevance to the PMO, it dictates the shift in our focus from management to administration.
Project/Program Managers often find themselves scrambling around to collect pertinent and accurate information to update their statuses, while Resource Managers may have to connect with several people to determine if they efficiently staffed their resources and have sufficient bench to staff upcoming initiatives.
These are some of the reasons to compel PMOs to surround themselves with the right tools. But what are the right tools? How did we end up with the not-so-right-tools? Why are the right tools so important?
Learn all this (and more) in "Discover the right tools for your Project Management Office (PMO)"
In this presentation, the Ricardo explains the project management office and the main types. He also shows the benefits gained, the mistakes and successes of a PMO, and the challenges to implement a PMO.
One of the greatest challenges in regards to implementing a successful PMO, is being able to deal with continuous change(s).
The determination of what and how, can be improved, but requires both the organisation and the people to change the way they function in their business environment.
Successful change can be influenced by a variety of factors, which can affect the result of change itself, as well as the objectives of the PMO.
Specifically, an EPMO can act as a key enabler leading and supporting the organizational change work, therefore can make the change management process much easier, for the associated stakeholders.
In order for an EPMO to act a game changer, it is rather necessary to radically change the existing corporate structure, keep up with the challenges and align them with the corporate strategy and vision.
This was my dream assignment. I set up and built capabilities for a Project Management Office for a new technology division. I worked with my leadership, within the team, across with key stakeholders to design and implement a standardized Project Management approach for the team. The capstone of this experience, however, was working on the next phase of the PMO office. This presentation is what we shared with our division leadership to document our growth and map out ways to strengthen our capabilities.
Read more at leadanddeliver.com.
Personally designed (content + graphics design), officially accredited AgilePM® (Agile Project Management) Foundation courseware.
AgilePM® is a Registered Trade Mark of Dynamic Systems Development Method Limited.
Trademarks are properties of the holders, who are not affiliated with courseware author.
Program Management Office (PMO) tools shouldn't be overly complicated or difficult to use. With PMOView, your organization can quickly mash up data sources and build custom integration points between enterprise leading products like HP PPM, ALM, and Agile Manager.
This is a project portfolio management capability framework with full definitions. It can be used by organizations to establish a common set of terms and definitions so that agreement and understanding what is being built is achieved before undertaking a project portfolio management improvement initiative.
A Project Management Office, abbreviated to PMO, is a group or department within a business, agency or enterprise that defines and maintains standards for project management within the organization. The PMO strives to standardize and introduce economies of repetition in the execution of projects.
Do you know what it takes to build a high-IMPACT PMO?
(attend the free training for this slideshare here: http://bit.ly/2Gu1I7S)
Whether you are starting a PMO for the first time, trying to get your PMO back on track, or just want to ensure that your PMO is as high-IMPACT as possible, this presentation will get right to the heart of what actually makes a difference, where you should start, and how to accelerate your PMO performance to deliver high-IMPACT outcomes for the organization.
It’s time to stop talking about “PMO survival” and ensure that YOU and your PMO are THRIVING!
This system has been developed leveraging more than 20 years of research and application of the most important techniques that Laura has used to transform the careers of hundreds of project managers, enabling them to become an invaluable strategic asset that business leaders are fighting over.
If you would like to attend the free training on this topic, go here: http://bit.ly/2Gu1I7S
After watching this presentation, you will be prepared to leverage a set of immediately applicable techniques to help you Get. It. Done.
Discover the right tools for your Project Management Office (PMO)Hussain Bandukwala
No matter what the domain, having the right tools at our disposal can make a significant difference.
In relevance to the PMO, it dictates the shift in our focus from management to administration.
Project/Program Managers often find themselves scrambling around to collect pertinent and accurate information to update their statuses, while Resource Managers may have to connect with several people to determine if they efficiently staffed their resources and have sufficient bench to staff upcoming initiatives.
These are some of the reasons to compel PMOs to surround themselves with the right tools. But what are the right tools? How did we end up with the not-so-right-tools? Why are the right tools so important?
Learn all this (and more) in "Discover the right tools for your Project Management Office (PMO)"
In this presentation, the Ricardo explains the project management office and the main types. He also shows the benefits gained, the mistakes and successes of a PMO, and the challenges to implement a PMO.
One of the greatest challenges in regards to implementing a successful PMO, is being able to deal with continuous change(s).
The determination of what and how, can be improved, but requires both the organisation and the people to change the way they function in their business environment.
Successful change can be influenced by a variety of factors, which can affect the result of change itself, as well as the objectives of the PMO.
Specifically, an EPMO can act as a key enabler leading and supporting the organizational change work, therefore can make the change management process much easier, for the associated stakeholders.
In order for an EPMO to act a game changer, it is rather necessary to radically change the existing corporate structure, keep up with the challenges and align them with the corporate strategy and vision.
This was my dream assignment. I set up and built capabilities for a Project Management Office for a new technology division. I worked with my leadership, within the team, across with key stakeholders to design and implement a standardized Project Management approach for the team. The capstone of this experience, however, was working on the next phase of the PMO office. This presentation is what we shared with our division leadership to document our growth and map out ways to strengthen our capabilities.
Read more at leadanddeliver.com.
Personally designed (content + graphics design), officially accredited AgilePM® (Agile Project Management) Foundation courseware.
AgilePM® is a Registered Trade Mark of Dynamic Systems Development Method Limited.
Trademarks are properties of the holders, who are not affiliated with courseware author.
Program Management Office (PMO) tools shouldn't be overly complicated or difficult to use. With PMOView, your organization can quickly mash up data sources and build custom integration points between enterprise leading products like HP PPM, ALM, and Agile Manager.
This is a project portfolio management capability framework with full definitions. It can be used by organizations to establish a common set of terms and definitions so that agreement and understanding what is being built is achieved before undertaking a project portfolio management improvement initiative.
A Project Management Office, abbreviated to PMO, is a group or department within a business, agency or enterprise that defines and maintains standards for project management within the organization. The PMO strives to standardize and introduce economies of repetition in the execution of projects.
Agile Project Management explained and examined from several angles. Agile Software Development delivers better results when it is managed in an agile way.
Industry experts, Bob Prieto, veteran executive with Fluor and Parsons Brinckerhoff, and Hans Hoppe with Parsons, share valuable information on the failure points of Mega Projects and proven methods of managing these projects to beat the odds and succeed. It is estimated that 9 out of 10 projects that cost $1 billion dollars or more, go over budget. Learn how we as an industry can change those numbers and improve the way the world builds.
Asset finance system project initiation 101. “Selecting and implementing a new asset finance system? In the second of three articles, we go back to basics to take a look at what you need to consider at the start of your project to give yourself the best chance of success.” This has necessarily been a brief look at Project Initiation. We welcome comments and would be happy to help you get your project off to a good start.
“Selecting and implementing a new asset finance system? In the second of three articles, we go back to basics to take a look at what you need to consider at the start of your project to give yourself the best chance of success.”
This has necessarily been a brief look at Project Initiation. We welcome comments and would be happy to help you get your project off to a good start.
The Key to Delivering Projects with Excellence.pdfeducationedge.ca
In the fast-paced world of business and technology, delivering projects on time, within budget, and with the desired quality has become more critical than ever. The key to achieving this level of excellence in project delivery often lies in the choice and effective implementation of project management methodologies. These methodologies provide a structured approach to planning, executing, and closing projects, ensuring that goals are met and clients or stakeholders are satisfied.
Agile methods promise to deliver projects quicker so that benefits can be realized sooner; and you can use agile techniques for delivering packaged software too...
Agile projects are for delivering packaged software tooDavid Harmer
How we use agile methods and "Use Cases" to deliver projects more effectively. We contend that the coding and configuration required by packaged systems is comparable to development, making their implementation amenable to agile techniques. Here we explain how and why.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
6. Sometimes, the secret to
successful project depends
on the selection of the right
project management style.
But when you have
Waterfall and Agile methods
to choose from,
how do you know which is
the best for your project
and team? 6
7. Waterfall is still a better process for plenty of IT shops
(ERP implementations, COTS packages, ASP tools and
custom development).
While Agile and its
fast-moving sprints,
user stories and
automated testing is
a favorite among
development Teams.
7
8. Agile Methods Costs and Benefits Traditional Methods Costs and Benefits
Source:WHAT ISTHE ROI OFAGILEVS.TRADITIONAL METHODS?An
analysis of XP,TDD, Pair Programming, and Scrum (Using Real Options)
Dr. David F. Rico, PMP, CSM
Agile Methods ROI was four times more than
expensive Traditional Methods, two times less than
inexpensive ones, and the best Agile and Traditional
Methods had equal ROI
8
9. Primary method used In organization across projects.
Source: HP online survey of 601 development and IT professionals
Percent of respondents agreeing with statement about agile
development (number = 403 organizations that have primarily
adopted agile). 9
13. TRADITIONAL AGILE
Requirements Clear initial requirements; low
change rate
Creative, innovative; requirements
unclear
Users Not involved Close and frequent collaboration
Documentation Formal documentation
required
Tacit knowledge
Project size Bigger projects Smaller projects
Organizational support Use existing processes; bigger
organizations
Prepared to embrace agile
approach
Team members Not accentuated; fluctuation
expected; distributed team
Collocated team; smaller team
System criticality System failure consequences
serious
Less critical systems
Project plan Linear Complex; iterative
13
14. Detailed planning
at the beginning
Move to next step after
done with previous one.
Best for projects that deal
with physical objects
Best for projects with defined
tasks and phases
Project plans are repeatable
for similar projects
Requires substantial planning
Before work begins
Scope changes can be very slow
Less effective for SW, design and
Other non-physical projects
14
15. Fast and flexible: collaboration,
Adaptability, continuous imp.
Quick iterative project release
cycles.
Best for service-oriented &
non-physical deliverables
Allows for quick course correction
based on stakeholder feedback
Empowers project teams to work
creatively and efficiently
Not suited for projects with strictly
Defined reqs. and scope
Uncertainty around scope and schedule
can make stakeholders nervous
Requires vigilant backlog and
documentation maintenance
Engagement and collaboration from
all team members 15
17. Scrum
Emphasizes productivity, focus and collaboration
so teams can build high-quality deliverables quickly
and adapt to change easily
Waterfall
Breaks projects down into a series of sequential tasks.
With clearly defined goals and a set of timeline, teams
work through tasks in order, completing each one
before moving on to the next one.
LEAN
Delivers high value, high-quality work
with less manpower, money, and time.
Lean cuts waste by eliminating bottlenecks,
focusing on customer value, and continually
improving processes.
Extreme Programming (XP)
Features short development cycles, frequent releases,
and open communication with stakeholders.
Teams focus on collaboration and efficiency,
writing the simplest possible code to produce desired
features.
Kanban
Produces a slow and steady stream of deliverables
through continuous workflow. Managers often use
a whiteboard or sticky notes to represent progress
and uncover process problems.
PRINCE2 (Projects In Controlled
Environment)
Ensures that every project has business justification
and will contribute value. Planning begins by
identifying a clear need, targeted customer,
realistic benefits, and accurate cost assessment.
17
20. Misconceptions Reality
Agile and traditional methods are
completely unmixable.
Agile and traditional methods have
been successfully combined in a variety
of situations.
There are one-size-fits-all process
templates for balancing agile and
traditional methods.
Variations in project risks and
stakeholder value propositions lead to
different balances of agile and
traditional methods.
Balancing agile and traditional
methods is a one-dimensional pure-
technology, pure-management, or
pure-personnel activity.
Balancing agile and traditional
methods involves multidimensional
consideration of technology,
management, and personnel factors.
20
21. • Clarity is the key to success.
Bad Description / Acceptance criteria
wastes everyone’s time.
• An outcome should be researched.
Sometimes user outcomes require
Research, Requirements, Specifications,
Design.
• Waterfall’s Requirements Specifications & Design
Sometimes you have to “think” before you “do.”
21
22. • Results to Customer
Agile works because of the focus on delivering
to the customer.
• Iterations mean Feedback
Markets, Industries, Projects all work as systems
with feedback mechanisms. That’s why agile
works for projects. It reflects the real world.
• Works if you have done it before
Agile works really well if it’s not your first rodeo.
It depends on the team’s experience 22
23. • Both Waterfall and Agile has good points
• Need right solution for the Situation at Hand
• Every project has some constraints and
characteristics = Difficulty to fit to any defined
standard framework
• There is no cake recipe for project success
• An experienced project manager should be able to
define the best approach for each project context.
23
25. Incremental
Iterative
• Early and frequent feedback,
user engagement and
adaptation
• Early mitigations of risks
• Early visible progress
• Managed complexity
• Learning within an iteration
• Formality
• Focused on Requirements
• Upfront planning
• Expects Predictability
25
27. Attribute Three Level Scale
Budget fixed, variable or flexible.
Commitment high, medium or low sense of duty.
Contract
Type
fixed-price, cost plus or a hybrid type that integrates both
Customer
Type:
single internal, a single external or the commercial market
Duration: long, medium or short .
Goals: well-defined, estimated or unclear.
Pace: time critical, fast, regular.
Source:A New Hybrid Approach for Selecting a Project Management
Methodology. PMI Congress NorthAmerica 2015
Attributes-approaches
framework for identifying a
hybrid project management
approach. Extending the
framework trinity of scope,
budget, and time, proposes
characterizing projects on
fourteen attributes, which
leads to a set of
recommendations for
methodological
approaches.
27
28. Attribute Three Level Scale
Procedures and
Regulations:
none specific, standard, highly structured and specific regulations
Resources: versatile , standard , high expertise and unique
Scope: rigid project scope, Multiple delivery units , A modular scope
Team
Availability:
fully available, partially available or very limited.
Team
Distribution
single location, in multiple locations or be distributed globally
Team Size small, medium or large
Uncertainty ambiguous, through predictable, to highly predictable
Source:A New Hybrid Approach for Selecting a Project Management
Methodology. PMI Congress NorthAmerica 2015
28
29. Waterfall Agile Theory of Constraints
Critical path analysis Sprint retrospective Buffer management
Presenting the whole picture Daily stand-up meetings Throughput analysis
Focus on project stages Working system from day one Focus on critical chain on critical resources
Sequential processes Co-management: Customer
and supplier cooperation
Don’t start things before finishing others
Emphasis on documentation Multi-disciplinary teams Progress – control by buffer consumption
rate
Detailed requirements
specification
Self organizing teams
Progress control by EVM Progress control by burn down
chart
Hierarchical organizational
structure
Rapid and flexible response to
change
Formal communication Informal communication
High-level planning
Approaches in the attributes-approaches framework 29
31. Hybrid Project Management Planning (Mostly WBC)
Initiation - Complete project plan - The PM is responsible for
this plan. Scrum Master provide input and support - Project
Estimating is a joint effort.
Hybrid Project Management Processes (Mostly Agile)
Based primarily on agile methodologies. The Scrum Master is
responsible for quality control and Cont. Improvement.
Collaboration on project risk, project analysis and customer
feedback.
Hybrid Project Management Execution (Shared
Responsibility)
The Scrum Master is responsible for each sprint and the
project manager has overall ownership. Weekly status update
meeting (PM), daily standup sprint meeting (Scrum Master).
Tools to Manage Hybrid Methodology
Requires multiple technology solutions that are relevant for WBS (Gantt charts, tasks mgmt.)
and agile (Kanban). For collaboration, real-time notifications and transparent workflows are
necessary. 31
32. • Project initiation
• High level requirements
agreements
• Top level architecture
• Define the product backlog
• Prioritize user stories
• Sprints planning
• Daily Standups
• Sprint Reviews
• Sprint Retrospectives
• TDD approach to unit
testing
• Pre Release activities
• System testing
• Load tests, system tests,
performance tests
• Light weight “user
acceptance testing”
Waterfall Agile Waterfall or Agile
Initiation and Requirements Execution using SCRUM Release
32
35. Attributes Mode 1 (Traditional) Mode 2 (Agile)
Goal Reliability Agility
Values Price for performance
Revenue, brand,
customer experience
Approaches
Waterfall, V-Model, high-
ceremony IID*
Agile, DevOps,
kanban, kaizen, low-ceremony IID,
lean, lean startup
Governance
Work-plan-driven, approval-
based
Empirical, continuous, judgment-
based
Sourcing
Enterprise-class suppliers,
long-term deals
Small, new vendors, short-term
deals
Talent
Good at conventional process,
large-scale and complex
projects
Good at new projects with
uncertain outcomes
Culture
Risk-averse, internal
performance, metrics-
focused
Risk-tolerant, business-outcome-
focused
Cycle Time
Long release cycle (months
to years)
Short release cycle (days to
weeks)
Life Span
Long production life (years
to decades)
Short production life (weeks to
months)
35
37. 1. No Agile or Traditional method silver bullet
2. Future applications will need both Agility and
Discipline
3. Balanced Agility-Discipline methods are emerging
4. Build your method up – Don’t tailor it down
5. Focus less on methods – More on people, values,
communication, and expectations management
6. Both Traditional and Agile methods aim to:
– Satisfy customers – Meet cost and schedule
parameters
37
38. 38
It is not the strongest of the species
that survives, nor the most
intelligent, but the ones most
adaptable to change.
Charles Darwin (1809 – 1882)