A little inspiration on how to combine agile methodologies, with a stage gate governance model

1. Challenges coupling traditional Stage-Gate Project Management framework to
Agile Project Life Cycle Models in Research and Development
Coupling Stage-Gate to Agile PM Models

2. Page 2
Agenda
 Short introduction
 Is it possible to couple traditional
Stage-Gate Management framework
to Agile Project Life Cycle Models in
Research and development?
 Discussion – is it feasible to couple
traditional Stage-Gate Management
framework to Agile Life Cycle
Models?
Potential Gains, Potential Pitfalls?
 Discussion - What approach will
possibly lead to success?
 Discussion – What about the
coupling to quality processes, eg. Six
Sigma?

3. Short Introduction
Johnny H. Ryser
 Senior Research Manager
LM Glasfiber A/S 2008-
 Foquz 2007-
 Bygteq (CTO) 1999-2007
 Project Manager of the Year (IPMA) 2005
 Engineer, Master of Information Technology
Page 3

4. Question….
Is it possible to couple traditional Stage-Gate Project Management Framework
to Agile Models in Research and development…?
Page 4

5. A Traditional Stage Gate Framework
Page 5
For New Product Development
(NPD)
To be used for filtering ideas
A stepwise funding process

6. A traditional Stage Gate Framework
Page 6
Every bucket has its
Own filtering process
Different buckets for
different project types

7. Project Landscape (Robert k. Wysocki)
Emertxe
Project
Management
Approaches
(MPx)
Extreme
Project
Management
Approaches
(xPM)
Traditional
Project
Management
Approaches
(TPM)
Agile Project
Management
Approaches
(APM)
Page 7 (ref.: Robert K. Wysocki “Effective Project Management”)
Goal
Clear
Not
Clear
Solution
Known Unknown

8. Agile vs. Plan-Driven (Boehm and Turner)
Page 8

9. Basics of Project Life Cycle Models
Scope Plan Launch
Monitor
and
Control
Close
Page 9 (ref.: Robert K. Wysocki “Effective Project Management”)
5 Basic Process groups (PMI)

10. Basics of Project Life Cycle Models
Scope Plan Launch
Monitor
and
Control
Close
Page 10 (ref.: Robert K. Wysocki “Effective Project Management”)
•Recruiting the Project Manager
•Eliciting the true needs of the client
•Documenting the clients need
•Negotiating with the client about how those needs will be met
•Writing a one-page description of the project
•Gaining senior management approval to plan the project

11. Basics of Project Life Cycle Models
Scope Plan Launch
Monitor
and
Control
Close
Page 11 (ref.: Robert K. Wysocki “Effective Project Management”)
•Defining all of the work of the project
•Estimating duration of the project
•Estimating required resources
•Estimated total cost of the work
•Sequencing the work
•Building the initial project schedule
•Analyzing and adjusting the schedule
•Writing a risk management plan
•Documenting the project plan
•Gaining senior management approval to launch the project

12. Basics of Project Life Cycle Models
Page 12 (ref.: Robert K. Wysocki “Effective Project Management”)
•Recruiting the project team
•Writing a project description document
•Establishing team operating rules
•Establishing the scope change management proces
•Manage team communications
•Finalizing the project schedule
•Writing the work packages
Scope Plan Launch
Monitor
and
Control
Close

13. Basics of Project Life Cycle Models
Page 13 (ref.: Robert K. Wysocki “Effective Project Management”)
•Establishing the project performance and reporting system
•Monitoring project performance
•Monitoring risk
•Reporting project status
•Processing scope change requests
•Discovering and solving problems
Scope Plan Launch
Monitor
and
Control
Close

14. Basics of Project Life Cycle Models
Page 14 (ref.: Robert K. Wysocki “Effective Project Management”)
•Gaining client approval of having met the project requirements
•Planning and installing deliverables
•Writing the final report
•Conducting the post implementation audit
Scope Plan Launch
Monitor
and
Control
Close

15. Traditional Project Management (Plan-Driven)
Page 15 (ref.: Robert K. Wysocki “Effective Project Management”)
Scope Plan Launch
Monitor
and
Control
Close
Project
Linear
Scope Plan
Launch
Increment
Monitor
and
Control
Close
increment
Close
Project
Incremental Next
Increment?
Y
N

16. Agile Project Management
Page 16 (ref.: Robert K. Wysocki “Effective Project Management”)
Iterative
Scope
Plan
Cycle
Launch
Cycle
Monitor
and
Control
Close
Cycle
Close
Project
Adaptive Next
Cycle?
Y
N
Scope
Plan
Iteration
Launch
Iteration
Monitor
and
Control
Close
Iteration
Close
Project
Next
Iteration
Y
N

17. eXtreme and Emertxe Project Management
Page 17 (ref.: Robert K. Wysocki “Effective Project Management”)
Scope
Phase
Plan
Phase
Launch
Phase
Monitor
and
Control
Close
Phase
Close
Project
eXtreme Next
Phase?
Y
N

18. Initial
Scope
Close
Project
Scope
Close
Project
Coupling to traditional Stage-Gate Framework
Page 18
Stage 0
Idea
Stage 1
Scope
Stage 2
Proof of Concept
Stage 3
Design
Stage 4
Implementation
Stage 5
Evaluation
Scope Plan Launch
Monitor
and
Control
Close
Project
Linear
Iterative
Plan
Launch
Monitor
Close
Plan
Launch
Monitor
Close
Plan
Launch
Monitor
Close
eXtreme
Scope
Plan
LaunchMonitor
Close
Scope
Plan
LaunchMonitor
Close
Scope
Plan
LaunchMonitor
Close
Use the Stage-Gate
Framework for funding
and anchoring
Traditional Plan-Driven
approach

19. Answer….
YES it is possible to couple traditional Stage-Gate Framework to Agile Project
Life Cycle Models, BUT:
 Challenging not to be able to define a precise scope
 Difficult for Senior Management to differentiate between Project Management
Model and Project Life Cycle Model
 Agile PLCM demands a skilled project team
 What about coupling to Quality Processes (e.g. Six Sigma)?
Page 19

20. Discussions
 Discussion – is it feasible to couple
traditional Stage-Gate Management
framework to Agile Models?
Potential Gains, Potential Pitfalls?
 Discussion - What approach will
possibly lead to success?
 Discussion – What about the
coupling to quality processes, eg. Six
Sigma?
Page 20

21. Back Up
Page 21

22. Innovation and Stage-Gate
Page 22
Stage 0
Idea
Stage 1
Scope
Stage 2
Proof of Concept
Stage 3
Design
Stage 4
Implementation
Stage 5
Evaluation
20% Innovation time
- Extend backwards
Research Projects
- Run eXtreme/Adaptive