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Agile in the waterfall

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A look at three constituents of the hybrid methodology of Agile methods and traditional methods

Veröffentlicht in: Software

Agile in the waterfall

  1. 1. Agile in the Waterfall A look at hybrid Agile 1Copyright 2012 Square Peg Consultiing LLC, All Rights Reserved Produced by Square Peg Consulting, LLC Orlando, Florida www.sqpegconsulting.comPhoto: John Goodpasture Yellowstone National Park, Wyoming
  2. 2. Here’s our theme: Agile in the waterfall is about encapsulating work and synchronizing outcomes, while respecting architecture and narrative 2Copyright 2012 Square Peg Consultiing LLC, All Rights Reserved
  3. 3. Iteration 1 First Principles and Requisite Conditions 3Copyright 2012 Square Peg Consultiing LLC, All Rights Reserved
  4. 4. Here’s our operating principle: Agile projects are simultaneously: Strategically stationary …. Tactically iterative and emergent 4Copyright 2012 Square Peg Consultiing LLC, All Rights Reserved
  5. 5. Strategically stationary Whenever and wherever you look, the project has the same strategic intent and predictable business outlook • Strategic intent – opportunity, vision • Strategically predictable – mission satisfaction 5Copyright 2012 Square Peg Consultiing LLC, All Rights Reserved Business Case Business scorecard Project Charter Project scorecard
  6. 6. Mapping strategically 6Copyright 2012 Square Peg Consultiing LLC, All Rights Reserved Mission Opportunity Vision Narrative Drivers Milestones Architecture Functionality Optimism Confidence Envisioning, Vision Delivering, Throughput Risk Mapping
  7. 7. Risk response: Be emergent and iterative 7Copyright 2012 Square Peg Consultiing LLC, All Rights Reserved Photo: US Navy Tactically agile
  8. 8. Tactically agile environment 8Copyright 2012 Square Peg Consultiing LLC, All Rights Reserved  Small teams  Redundancy  Local management Photo: US Navy  Instinctive action  Proven protocols and practices  Frictionless Confident
  9. 9. Overlay strategy with tactics  Tactically responsive to circumstances  Emergent plan as conditions develop  Tactically respectful of strategy as an overlay 9Copyright 2012 Square Peg Consultiing LLC, All Rights Reserved Tack to strategic objective
  10. 10. Iteration 1 Reflection Opposite ideas coexist – stationary, and emergent Stationary: strategic predictability, a traditional quality Emergent: reactive to circumstances and conditions, an Agile quality The tactical overlays the strategic Local, instinctive, redundant, frictionless Respectful of strategy 10Copyright 2012 Square Peg Consultiing LLC, All Rights Reserved
  11. 11. Iteration 2 The Black Box, Interfaces, and Connectivity 11 Copyright 2012 Square Peg Consultiing LLC, All Rights Reserved
  12. 12. Strategic architecture; strategic functionality 12 Copyright 2012 Square Peg Consultiing LLC, All Rights Reserved Your scope Navigation and location My scope Auto-pilot Vision and narrative mapped to architecture and functionality Architecture and functionality allocated to work streams Work streams WIP according to methodology
  13. 13. Encapsulated scope: Yours, mine 13 Copyright 2012 Square Peg Consultiing LLC, All Rights Reserved Stationary, open Interfaces Your black box Your methodology My black box My methodology Encapsulation enables co-existent methodologies Encapsulation enables synchronized scheduling My piece of the architecture
  14. 14. Yours, mine with transparency to me 14 Copyright 2012 Square Peg Consultiing LLC, All Rights Reserved Scope agile and changeable Transparent only to me My white box Your black box Your scope: your choice
  15. 15. Yours, mine, ours 15 Copyright 2012 Square Peg Consultiing LLC, All Rights Reserved Open network, stationary protocols, and responsive connectivity Stationary & open Your black boxMy black box
  16. 16. Refactor internally 16 Copyright 2012 Square Peg Consultiing LLC, All Rights Reserved Internals encapsulated from meInternally agile Refactor Respect functionality at the interface
  17. 17. Work streams 17 Copyright 2012 Square Peg Consultiing LLC, All Rights Reserved Your traditional work streamMy Agile work stream Network: Planning, physical, virtual (sneaker net) or combinations
  18. 18. Portfolio agreements 18 Copyright 2012 Square Peg Consultiing LLC, All Rights Reserved Your traditional projectMy Agile project Network: Planning, physical, virtual (sneaker net) or combinations
  19. 19. Iteration 2 Reflection Vision and narrative map strategically to architecture and functionality Architecture and functionality allocated to work streams Work streams WIP according to methodology Encapsulation enables co-existence of methodologies Encapsulation extends to project and program management 19Copyright 2012 Square Peg Consultiing LLC, All Rights Reserved
  20. 20. Iteration 3 Governing 20 Copyright 2012 Square Peg Consultiing LLC, All Rights Reserved
  21. 21. Governance is the elephant in the room Traditional: • Confidently predict input and outcomes – Proven process between them – Controlled input: predicted outcome • Overbalanced toward input – Cost, schedule, scope dominate • Faith in planning as the answer to risk – Structured analysis; requirements traceability 21 Copyright 2012 Square Peg Consultiing LLC, All Rights Reserved
  22. 22. Shifting allegiance Agile: shift of allegiance • FROM: Faithful adherence to a plan – Planning is good; plans do not survive • TO: Faithful response to customer need – If customers are not more successful because of the project, what’s the point of the project? 22 Copyright 2012 Square Peg Consultiing LLC, All Rights Reserved
  23. 23. Shifting dominance Agile: shift of dominance • FROM: dominated by consumption according to plan (Input, business) • TO: dominated by value-added throughput (output, customer) How is the PMO measured? • Cost, schedule, scope (input, consumption) • Customer satisfaction (outcome) 23 Copyright 2012 Square Peg Consultiing LLC, All Rights Reserved
  24. 24. The shifting thing—four conditions 1. Works only if strategic intent is held stationary 2. Works only if scope can be tactically emergent 3. Works only if quality of outcomes is deemed more important than control of inputs 4. Works only if Agile and traditional work streams can be synchronized at milestones 24 Copyright 2012 Square Peg Consultiing LLC, All Rights Reserved
  25. 25. Three planning elements dominate 25Copyright 2012 Square Peg Consultiing LLC, All Rights Reserved Chart: US NOAA 1. Stationary milestones 2. Change? 3. Are we DONE? Where are we going? When will we get there? How will we know when we’re there?
  26. 26. Milestone planning dominates 26Copyright 2012 Square Peg Consultiing LLC, All Rights Reserved Slack or buffer to the milestone Interfaces commitments: • Work as agreed • Available at the milestone Traditional Agile Time boxes or WIP or releases synchronized to the milestone
  27. 27. Everything can change? Not exactly Change? It depends … • Architectural changes (Stationary; PMO controlled) • Customer-facing changes (Tactically emergent; delegated) • Construction changes (Non-functional; interior structure) – Policy and regulatory management – Refactoring change 27Copyright 2012 Square Peg Consultiing LLC, All Rights Reserved
  28. 28. Are we DONE? Why is DONE in play? Tactically emergent scope Are we DONE when • The money runs out? • Some milestone is reached? • The customer is satisfied? • Some predictable outcome is achieved? • We finished the backlog – Ooops! We never finish; imagination is boundaryless 28Copyright 2012 Square Peg Consultiing LLC, All Rights Reserved
  29. 29. We are DONE when … When BEST VALUE is delivered The most, and the most valuable scope deliverable within the available resources And without compromises of quality as judged by the customer 29Copyright 2012 Square Peg Consultiing LLC, All Rights Reserved
  30. 30. Iteration 3 Reflection Governance buy-in is the key to everything • Allegiance and dominance shift – From traditional input dominance to agile output dominance • Synchronized milestones – Slack, buffers, etc guard milestone commitments – Traditional work streams and Agile work streams work to the same milestones • Commitment to best value – Get the most of the most important for the available resources, without compromise of quality 30Copyright 2012 Square Peg Consultiing LLC, All Rights Reserved
  31. 31. 31Copyright 2012 Square Peg Consultiing LLC, All Rights Reserved All done and ready for questions!
  32. 32. Read more… 32Copyright 2012 Square Peg Consultiing LLC, All Rights Reserved Large scale projects in large scale organizations Photo: J. Ross Publishing
  33. 33. Learn more… PMI® eSeminarsWorldsm instructor • Agile Project Management • Advanced Risk Management and • Understanding Organizational Change 33 Copyright 2012 Square Peg Consultiing LLC, All Rights Reserved
  34. 34. Stay in touch John C Goodpasture, PMP Program manager, author, and instructor 34 Copyright 2012 Square Peg Consultiing LLC, All Rights Reserved info@sqpegconsulting.com johngoodpasture.com

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