Integrating Agile Methods in Predictive Project Environments
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This document discusses integrating agile approaches into traditional waterfall project management. It notes that agile can be difficult for teams, sponsors, and organizations used to waterfall. It then provides an overview of using a hybrid predictive-agile approach, balancing agility and discipline based on factors like requirements stability and team skill levels. Finally, it discusses challenges like earned value reporting and status updates when bringing an agile project into a predictive portfolio management framework.
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Integrating Agile Methods in Predictive Project Environments
- 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
- 5. Predictive
- 6. Integration of both compassNovice Very familiar Beginner Newbe
- 7. 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
- 8. Predictive Projects Agile 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 Spotting an Agile Project ?
- 10. Working software over Comprehensive Documentation
- 11. Collaboration over contract negotiation
- 12. Responding to change over following a plan
- 13. Plan the Work/ Work the Plan
- 14. Working for Predictable results.
- 15. Reduce & Control Change(Change= Risk)Principles
- 16. Taming an Agile Project Agile isn’t the wild west The Agile Waterfall Continuum ?
- 17. 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 Transparency
- 20. Brining your Agile Project Home Integration with Predictive Portfolios Earned Value Status Reporting ?
- 23. 0 , 100%
- 24. 0,50, 100%
- 25. 0, 25, 50, 75, 100%
- 26. Burn down & Earned Value
- 28. Look at a burn down chart & estimate
- 29. Problems
- 30. Agile plans for scope change
- 32. Role of the Project Manager ?
- 33. What makes both successful Predictive Agile People People People
- 34. 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 Lessons Learned
- 35. Employer Reporting What I am doing different End of the line project. Multiple external dependencies Which is perfect for an agile project.
Editor's Notes
- Cutting Edge My opinion, my experience, We need to hear from <<<YOU>>>
- 5 scrum mastersWhat is a scrum Master? Org structure with scrum master in IT and PM outside of dev team.
- How familiar are you with Agile Waterafall/Predictive Integrating bothAny Scrum Masters? – If there are make sure they are distributed around the room. Do you understand Story cards Story Points Burn down Velocity
- WHERE SHOULD WE FOCUS? Spotting an Agile project in its natural habitat – What makes a project a good candidate to be agile? What makes it a bad candidate? Taming an Agile project - Agile-Waterfall Continuum. Learn how to create a part agile, part waterfall project. Bringing an Agile project home - Learn the complexities and tricks for tracking and reporting Agile Projects with Waterfall Portfolios. Showing your Agile project for fun and profit - Identify Problems with Earned Value on Agile Projects, and how you can address them.
- The problem is known but solution is unknownThe problem is known and solution is known <<DO YOU HAVE PROJECTS THAT FIT ONE OR THE OTHER? TELL US ABOUT THEM>>Are you using Agile right now? If so, what kinds of projects are agile?What are your criteria for selecting agile/predictive?
- Talk about eachTRIPPLE CONSTRAINT - HIGHLIGHTED IN AGILE
- Taming an Agile project - Agile-Waterfall Continuum. Learn how to create a part agile, part waterfall project. Agile may feel wild random uncontrolled but it really is very DISCIPLINED Individual discipline. NO weak teams============================It doesn’t have to be all or nothing. (Sacrilege) If you have agile projects are they all or nothing? What would you see as problems with implementation of a hybrid solution?
- Agile development within a Predictive envelope Tell a Story about Transparency (Just because it is a web project doesn’t mean it is agile) 3 years70+ people5 sub projectsSteering committeeRisk CommitteeLegal ReviewMedical ReviewSat it a risk committee meeting with legal council, senior management (evps) and discussed for an hour and a half. How far down to drill to summarize at the CPT category was giving too much away. Debated for hours if revealing our pricing would drive costs up or down.
- It ain’t easy.Takes commitment from both sides to work together. But it is the ONLY way to be successful
- Does anyone have experience with Earned value and Status in Agile projects?
- 0-100 doesn’t work
- Executives must know how agile works. constantly asking for schedules knowing you need their constant input knowing their role when new requirements are implemented
- High Company RiskHigh ImportanceComplex Data AnalysisComplex Org. SilosNo external project dependenciesLow Company RiskHigh ImportanceLow data analysis complexity