Presented at PM Connect - Waterloo, Feb 15, 2013

1. Being agile
while standing in a Waterfall
Mike Edwards
PMConnect
February 15, 2013
mikeeedwards0@gmail.com
Twitter: @mikeeedwards
LinkedIn: http://ca.linkedin.com/in/mikeeedwards/
Copyright 2013 - Lean PM Solutions Inc
Saturday, 16 February, 13

2. Agenda
• Stories
• The solution
• Practical views
• What now
Copyright 2013 - Lean PM Solutions Inc
Saturday, 16 February, 13

3. Introductions
Mike Edwards PMP, PgMP, PMI-ACP
• Project, Lean Independent Coach and Consultant
Program, Portfolio Manager
• Agile & & Teacher
• Speaker
• 25 Years in IT Project-Portfolio Management
& Business roles
• 15 Yearswith Agile & Lean
with
• 5 Years
Who are you?
Copyright 2013 - Lean PM Solutions Inc
Saturday, 16 February, 13

4. The story of a project!
Copyright 2013 - Lean PM Solutions Inc
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5. The situation
• Final component of a larger program
• Estimated at 1200 days
• Drop dead date of 3.5 months
• Highly visible if we failed
• Core team assigned of 5 IT people
• Waterfall was all we knew
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Saturday, 16 February, 13

6. Go!
• 15 contractors in the door within 2 weeks
• Secured a war room
• Broke the work out into projects
• Developed a vision
• “Failure is not an option”
• Strong executive sponsorship
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Saturday, 16 February, 13

7. The Result!
• Delivered on the date we said we would
• Actuals came in $8000 under budget
• Delivered all key scope items
• No significant quality issues after go-live
• Happy customer!
Copyright 2013 - Lean PM Solutions Inc
Saturday, 16 February, 13

8. Another story!
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9. The situation
• Towards end of a larger troubled project
(we kept dropping scope)
• Team only available for 3 more months
• Budget set by available people and time
• Low key enhancement project
• Waterfall was best described as a religion
Copyright 2013 - Lean PM Solutions Inc
Saturday, 16 February, 13

10. Go!
• Secured a war ‘area’
• Given free reign to ‘try something different’
• Simple one sentence scope statement
• No authority to not do something in the
department’s process
• Executive sponsorship watched closely
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11. The Result!
• Finished early
• Finished slightly under budget
• Features delivered exceeded customer
expectation
• No quality issues after go-live
• Happy customer!
Copyright 2013 - Lean PM Solutions Inc
Saturday, 16 February, 13

12. What made these
projects successful?
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13. Saying you do one of
these ...
XP Scrum
AUP Agile DSDM
Lean DAD
FDD Kanban RUP
Crystal
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14. ... is like carrying one of
these
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15. “Agile” is used as an
excuse
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16. Start with the
Agile Manifesto
We are uncovering better ways of developing
software by doing it and helping others do it.
Through this work we have come to value:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on
the right, we value the items on the left more.
Copyright 2013 - Lean PM Solutions Inc
Saturday, 16 February, 13

17. First thing to focus
on ...
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18. People
• Focus on those who deliver value
• Become a servant leader
• Create environments for people to succeed
• Reduce the work in progress
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19. Foster collaboration
• Examine the value of weekly status meetings
• Don’t exclude team members from
discussions
• Tear down the walls!
• Eliminate the hierarchy
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Saturday, 16 February, 13

20. Why do we need
Change Management?
Decisions are made prematurely!
Our customers cannot possibly know what they
want in detail at the start of a project
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Saturday, 16 February, 13

21. What can you do about
change?
Embrace it!
Welcome changing requirements, even late in
development. Agile processes harness change for
the customer's competitive advantage.
(Agile Manifesto - Principle #2)
Caution!
Manage the change!
Copyright 2013 - Lean PM Solutions Inc
Saturday, 16 February, 13

22. Embracing Change:
Scope
O
 In Scope
 Blah blah blah blah blah blah blah
 Blah blah blah blah blah blah blah Blah blah blah blah blah blah blah
 Blah blah blah blah
 Blah blah blah blah blah blah blah blah
 Blah blah blah blah blah blah blah
 Blah blah blah blah blah blah blah
 Blah blah blah blah blah blah blah blah blah blah blah blah blah
 Blah blah blah blah blah blah blah
 Out of Scope
 Blah blah blah blah blah blah blah
 Blah blah blah blah blah blah blah Blah blah blah blah blah blah blah
 Blah blah blah blah
 Blah blah blah blah blah blah blah blah
 Blah blah blah blah blah blah blah
 Blah blah blah blah blah blah blah
 Blah blah blah blah blah blah blah blah blah blah blah blah blah
 Blah blah blah blah blah blah blah
Copyright 2013 - Lean PM Solutions Inc
Saturday, 16 February, 13

23. Embracing Change:
Scope
Scope Statement
 In Scope
 Create a tracking indicator and supporting
functionality
 Out of Scope
Copyright 2013 - Lean PM Solutions Inc
Saturday, 16 February, 13

24. Embracing Change:
Scope
Scope Management
Front Back Fridge Freezer
Burner Burner
User Stories
Scope Statement: Create a tracking indicator and supporting functionality
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Saturday, 16 February, 13

25. What to do with
Change Requests?
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26. Why do we schedule?
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27. An ineffective schedule
An effective schedule?
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28. Schedule
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29. Tracking Progress
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30. Tracking Progress
aka: When
Navigating reporting
through the on
rear window progress
focus on
what is
valuable to
the
audience
Copyright 2013 - Lean PM Solutions Inc
Saturday, 16 February, 13

31. Tracking Progress
Critical Path Actual vs Target Hours
15
11
Hours
8
Burn up
Actual vs projected total
4 600
450
0
8-Mar 15-Mar 22-Mar 29-Mar 5-Apr 12-Apr 19-Apr
Daily burn 300
150
0
8-Mar11-Mar 15-Mar 19-Mar 23-Mar 27-Mar 31-Mar 3-Apr 6-Apr 9-Apr 12-Apr15-Apr18-Apr21-Apr
9-Mar12-Mar 16-Mar 20-Mar 24-Mar 28-Mar 1-Apr 4-Apr 7-Apr 10-Apr13-Apr16-Apr19-Apr22-Apr
10-Mar 14-Mar 18-Mar 22-Mar 26-Mar 30-Mar 2-Apr 5-Apr 8-Apr 11-Apr14-Apr17-Apr20-Apr23-Apr
13-Mar 17-Mar 21-Mar 25-Mar 29-Mar
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32. Measurements
Time
sheets
Be careful what you measure ...
You might just get it! COBIT
OPM3
CMMI ITIL
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33. Why do we document
“Lessons Learned”?
Hermann Ebbinghaus
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34. Learn to Improve
• Conduct regular retrospectives throughout
the project
• Empower teams to improve within
constraints
• Make room for ongoing improvements
• Make it an objective for teams
Copyright 2013 - Lean PM Solutions Inc
Saturday, 16 February, 13

35. Some words of wisdom
a.k.a. Things I’ve learned the hard way
Copyright 2013 - Lean PM Solutions Inc
Saturday, 16 February, 13

36. Things I’ve learned
• Culture cannot be changed - change how
the work is done and culture will follow
• Start from where you are today
• Improve the whole
• Improve one step at a time
• Iterate (Build Measure Learn)
• Have fun!
Copyright 2013 - Lean PM Solutions Inc
Saturday, 16 February, 13

37. Thanks!
For more Information:
http://leanpmsolutions.ca/being-agile-while-standing-in-a-waterfall/
http://bit.ly/VKyFD5
Stay in Touch!
mikeeedwards0@gmail.com
Twitter: @mikeeedwards
LinkedIn: http://ca.likedin.com/in/mikeeedwards/
Copyright 2013 - Lean PM Solutions Inc
Saturday, 16 February, 13