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Integrating Agile in a Waterfall World

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  1. Integrating Agile in a Waterfall World

  2. IT’S HARD • Hard for the team • Hard for the sponsors • Hard for the organization

  3. Regence Blue Shield • Mission Statement • Our mission is to eliminate the tyranny of healthcare waste and confusion for our members and their families. • Washington, Oregon, Idaho, Utah • EPMO ~170 People • Agile at Regence • No formal Agile approach • Pockets of agile and all different • Regence Agile Working Group

  4. 4 Corners • Agile • Predictive • Integration of both compass Novice Very familiar Beginner Newbe

  5. Overview • Spotting an Agile project in its natural habitat • Taming an Agile project • Bringing an Agile project home • Showing your Agile project for fun and profit 

  6. Spotting an Agile Project Agile Projects Predictive Projects • Agile is best when… • Known Problem • Unknown Solution • Change is Good and Should be encouraged • Control is Dangerous and should be avoided • Predictive is best when… • Known Problem • Known Solution • Change is Dangerous and should be avoided or controlled • Control is Good and should be encouraged ?

  7. Principles Agile Principles Predicative Principles • Individuals & Interactions over Process & tools • Working software over Comprehensive Documentation • Collaboration over contract negotiation • Responding to change over following a plan • Plan the Work/ Work the Plan • Working for Predictable results. • Reduce & Control Change(Change= Risk)

  8. Taming an Agile Project • Agile isn’t the wild west • The Agile Waterfall Continuum ?

  9. Balancing Agility and Discipline • Personnel Skill Level • Mostly Level 2 or 3 players – Mostly Level 1 • Requirements Stability • % change / Month (Low Change – High Change) • Culture • No Tolerance for change – Change is normal • Team Size • 300 - 3 • Risk • Life & Limb - Comfort

  10. Hybrid Project Model

  11. Real World Example

  12. Brining your Agile Project Home • Integration with Predictive Portfolios • Earned Value • Status Reporting ?

  13. Earned Value Calculation • Models of calculation • % complete estimated • 0 , 100% • 0,50, 100% • 0, 25, 50, 75, 100% • Burn down & Earned Value • Nothing is perfect • Look at a burn down chart & estimate • Problems • Agile plans for scope change • EV expects to control scope change

  14. Reporting Project Status • Status Stop lights: • Schedule • Velocity and Burn Down • Budget • Staffing=Budget • Scope • Nope • Assumes change is bad • Executive sponsorship

  15. Role of the Project Manager ?

  16. What makes both successful People People People Predictive Agile

  17. Lessons Learned Transparency on the Web Employer Reporting on the Web • High Company Risk • High Importance • Complex Data Analysis • Complex Org. Silos • No external project dependencies • Low Company Risk • High Importance • Low data analysis complexity

  18. Employer Reporting • What I am doing different • End of the line project. • Multiple external dependencies • Which is perfect for an agile project.