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1NFI - Project Management in Agile Organizations @ Tele2
Stage gate process and agile
2NFI - Project Management in Agile Organizations @ Tele2
Goal
• To understand how (and when) a stage gate project model and agile can coexist.
3NFI - Project Management in Agile Organizations @ Tele2
Stage (Phase) Gate model
NASA 1960PROPS 1987
COOPER 1999
4NFI - Project Management in Agile Organizations @ Tele2
Tele2 Gate Model
6NFI - Project Management in Agile Organizations @ Tele2
Agile Software RequirementsDean Leffingwell
7NFI - Project Management in Agile Organizations @ Tele2
Gated model to steer project.
We have an idea, lets check if it works –
ROI?
It seams to work
Detailled plan and
ROI, lets go!
Check if we’re on
track
Develop-ment done!
Handover done, project
close.
Business
Development/production
9
Reduce uncertainty.
NFI - Project Management in Agile Organizations @ Tele2
Project closure
Project analysis Project planningExecution
EstablishmentExecution Realization
Execution Hand-over
TG1 TG5
Time
Go/ No-go
Project Delivery Precision
TG2TG0 TG3 TG4
UncertaintyTime, Cost and Scope
TG2 – A key investment decision Business Value
10Agil Projektledning, Knowit 2013-06-03
Manage Uncertainty
11NFI - Project Management in Agile Organizations @ Tele2
Time 2 market?
Preparation Execution
Preparation
Execution
12NFI - Project Management in Agile Organizations @ Tele2
Time cost and quality
14NFI - Project Management in Agile Organizations @ Tele2
Lean Software DevelopmentMary and Tom Poppendieck
1. Eliminate waste2. Amplify learning3. Decide as late as possible4. Deliver as fast as possible5. Empower the team6. Build integrity in7. See the whole
15NFI - Project Management in Agile Organizations @ Tele2
16NFI - Project Management in Agile Organizations @ Tele2
Maybe like this?
• Gate 0 – 1– Define Product and Architectural Epics– Risk focus– Risk eliminating sprints
• Gate 1 – 2– Break down Epics to Features– Prioritize focus– Release planning– Prioritized sprints
• Gate 2 – 4 – Break down of Features to Stories per sprint– Continuous sprint releases – Sprint retrospectives
• Gate 4 – 5– Project finalization– Project retrospective
DeLavalSoftware Program – Break down of a project
Idea Concept Development Launch
BP1 BP2 BP3 BP4 BP5 BP6 BP7 BP8
Project Epics (Architectural & Prioritized Business)
Releases (Integration order)
Cost per Epic (yearly budget)
BP1 BP2 BP3 BP4 BP5 BP6 BP7 BP8
Idea Concept
DevelopmentLaunch
Architectural Epics
Business Epics
Quality Improvements Epics
Shorten lead times for first time delivery of customer value, PSI multiple times during project life-time
Shorten lead times for first feedback, opportunity to adapt to changing demands and possibility to close a project without sunk-cost, etc
18NFI - Project Management in Agile Organizations @ Tele2
This requires
• Active “customer”• Improved release procedure (Goal = Continuous
integration)
Minimum viable productThe benefits of delivery value throughout the project
20
Traditional vs agile
21
Idea & Analysis
22
Don’t deliver something useless
23
Deliver value
24
Feedback & Improvement
25
26
27NFI - Project Management in Agile Organizations @ Tele2
28NFI - Project Management in Agile Organizations @ Tele2
Agile ROI
29NFI - Project Management in Agile Organizations @ Tele2
Project Portfolio Kanban
30Agil Projektledning, NFI 2013-04-19
ATM Project Plan
Gate 0Feasibility Study Start
Gate 1Project InceptionStart
Gate 2ProjectImplementation Start
Gate 3ProjectChange
Gate 4ProjectHandoverStart
Gate 5ProjectClosure
PurposeInvestigate the feasibility of an idea.
Approve project inception; Ensure clarity of purpose, business drivers and scope. Commit sponsorship and allocate resources for the project.
Approve implementation plan. Verify requirements, capability to deliver, and ensure that receiving organizations are committed to handover.
Decide on proposed changes that impact time, scope or budget.
Verify fulfillment of deliverables according to G2 (or G3) requirements, and initiate handover to the receiving line organizations.
Ensure handover to the receiving organization completed , and close the project.
Gate Criteria
- Project Directive- Business Case (initial)- Financing secured (incl
cost split for countries)- Commercial Specification
(if product project)- One Pager
- Project Directive (updated)- Business Case- One Pager- Feasibility Study Report- High Level Requirements- Solution Description- Commercial Specification- IP Submitted
- Project Definition (incl. Handover criteria)
- Requirement Specs- Solution Description (SAC
approved)- Master Test Plan- Business Case (updated)- G2 review performed- IP approved
Impact Analysis on: - Scope- Budget- Schedule- Organization- Market window- Other projects- Risk analysis- Business Case (updated)
- Deliverables as defined in G2 (or changed in G3) ready for handover
- Test Report- Solution Description
(updated)
- Handover completed & approved by receiving organizations
- Project Closure Report- Final Test Report- Business Case (updated)
Output- Start feasibility study- Project Manager assigned- Steering Committee
members appointed
- Project Inception phase starts
- Scope, timeline and budget frozen
- Project resources identified and committed by line manager
- Orders can be placed and Change Requests can be realized
- Scope changed - Budget changed - Time plan changed - BC updated- Changes committed
throughout the organization
- Project initiates handover to line organization
- Delivery fulfillment approved
- Project ready for launch (if not already launched)
- Line organization empowered to maintain the deliverables
- Best practice captured
Deciding Body
CCO &CTIO: Project BoardLocal Mgmt Team or MADNote: FS closure decision by Steering Committee
CCO &CTIO: Project BoardOperational: CTIO Board (BIT/NO Mgmt Teams)Local: Local Mgmt Team or MAD
Steering Committee Steering Committee
IF affecting more then one other project brought up to Project Board.
Steering Committee Steering Committee
Gate Model Overview
32NFI - Project Management in Agile Organizations @ Tele2
Project reporting
33Agil Projektledning, NFI 2013-04-19
Gantt
34NFI - Project Management in Agile Organizations @ Tele2
Projekt Burn Down
Done customer or stakeholder value
(Epics or Functions)