Traditional vs. Agile Project Management · traditional model to the Agile model. ! In a business environment where the alignment between business and development strategies is less

Harjit Singh, MBA, PMP, CSM

Traditional vs. Agile Project Management Harnessing the Synergy of the Blend

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OUTLINE

¢ What is like spinning the wheels in mud? ¢ Traditional Project Management (TPM) Model ¢ Agile Project Management (APM) Model ¢ Waterfall versus Agile ¢ Hybrid Model ¢ Case Study


SPINNING THE WHEELS


TRADITIONAL PROJECT MANAGEMENT (TPM) MODEL

Initiation Planning Execution Monitor & Control Closing

•  Define Objectives •  Identify

Stakeholders •  Define Deliverables •  Define

Assumptions & Constraints

•  Define work activities

•  Estimate task durations

•  Estimate resources •  Establish baseline

using above info

•  Perform planned work activities

•  Collect/log work performance data

•  Monitor the progress of work performed

•  Monitor the progress of work performers

•  Initiate change requests if needed

•  Ensure project work is completed or officially terminated

•  Ensure accounts are paid off

•  Archive documents •  Collect lessons

learned

“Plan the work and work the plan”


AGILE PROJECT MANAGEMENT (APM) MODEL Sprints or Iterations 1, 2, ….., N


AGILE PROJECT MANAGEMENT (APM) MODEL

Initiation Planning

Execution

Monitor & Control

Final Closing

Closing

Iteration 1, 2, ….., N


SYSTEM/SOFTWARE DEVELOPMENT LIFE CYCLE (SDLC) OR WATERFALL VS. AGILE


SYSTEM/SOFTWARE DEVELOPMENT LIFE CYCLE (SDLC) OR WATERFALL VS. AGILE


WATERFALL OR AGILE?

¢ The two approaches are not always mutually-exclusive as thought by most people.

¢ A blended approach can bring synergy utilizing best of both worlds.

?


WHY AGILE?


WHY AGILE? (CONTD.)

¢ Adaptability ¢ Time-to-market ¢ Reduced costs ¢ Customer satisfaction


ACTIVITY (10 MINUTES DOING + 10 MINUTES DISCUSSING

¢ Sam just got hired by KB Homes to manage a large project involving construction of 120 new homes. Help him decide whether he should use pure traditional, pure agile, or a hybrid PM approach. Why and how?


TPM MODEL APPLICATIONS

¢ TPM Model is typically used when � a project is relatively familiar. �  it is easy to define project goals

and solution. �  it is easy to define clear scope and

deliverables.


APM MODEL APPLICATIONS

¢ APM Model is typically used when � a project is relatively unfamiliar. �  the solution is unknown. �  there are more than one outcomes. �  there is direct alignment between

business and development strategies (e.g., in a business environment where software development dominates).


ACTIVITY

¢ 10 Minutes Quiz


TPM-APM HYBRID MODEL

¢  The hybrid approach can help during transition from the traditional model to the Agile model.

¢  In a business environment where the alignment between business and development strategies is less direct, a hybrid or blended approach may be more appropriate. ¢ Traditional (plan-driven)

approach at the higher levels followed by the Agile approach.


HOW TO ACHIEVE THE HYBRID SYNERGY?

¢  Maximize business value by bringing minimal viable product to the market more quickly. ¢ For large infrastructure projects including both

hardware and software development, produce tangible usable work products frequently.

¢  Let customers experience the incremental products and provide feedback; be adaptive to changes.

¢  Empower teams to self-manage as much as possible. ¢  Keep customers engaged throughout the project if

and as much as possible. ¢  Reduce waste by eliminating unnecessary

documentation and reducing time to document review and approval cycle.


HYBRID APPROACH – REAL-LIFE APPLICATION: CALTECH


CASE STUDY: HYBRID WATERFALL-AGILE METHODOLOGY

¢ Client: United States Federal Agency

¢ Project: Design, Development, and Implementation of Workflow Applications to Increase Efficiency of Agency’s Business Processes


BACKGROUND ¢  Historically, the U.S. federal government large software

development projects must meet a predetermined list of requirements.

¢  Development of these applications followed a traditional Waterfall approach with requirements and system design being delivered upfront.

¢  Throughout the development lifecycle, standard Waterfall documentation was required for monitoring progress.

¢  Development occurred with little if any input from end-users.

¢  A final release would then be deployed with plans for application maintenance, but few plans for application upgrades or modifications.

¢  This system led to a number of application failures and dissatisfied end-users.


HYBRID APPROACH ¢  Two development process levels

�  Waterfall: Designed to meet all government requirements

�  Agile: Applications development by private contractor ¢  Work in the Agile environment is bubbled up every

quarter into a new release that is deployed into the client's production environment

¢  Challenges using Agile in government environment but benefits outweigh the challenges

¢  Benefits: Quick deployment of new functionalities and enthusiastic end-user involvement


TEAM STRUCTURE

¢ Two three distinct, but overlapping teams: �  Program management team �  Development team �  Socialization team

¢ Each team is empowered to self-organize and make decisions regarding their activities.

¢ End-user representation is present in all teams and is integrated into daily activities


PROGRAM MANAGEMENT TEAM

¢ Responsible for traditional program management activities. These include: �  Management of all team activities �  Coordinating interaction between the

teams and the client �  Development and maintenance of all

program documentation �  Creation of Waterfall deliverables �  Verification that contractual

requirements are met


DEVELOPMENT TEAM

¢ Responsible for actual coding of the application and unit testing

¢ Most development activities are Agile in nature including daily scrum meetings. However, the development team is also responsible for the completion of the System Design Document required by Waterfall and supports the creation of documents required by the federal Infrastructure Change Control Board.


SOCIALIZATION TEAM

¢ Responsible for interacting with end-users. Interactions include: �  Presenting application briefings to

agency leadership �  Responding to user questions �  Troubleshooting user issues �  Creating user materials such as the

application user guide �  Training users


METHODOLOGY


METHODOLOGY (CONTD.)

¢ The first level (waterfall) used to meet all requirements (for each release, not for each sprint)

¢ The second level (Agile) used for design and development of applications

¢ The final stage (maintain) is ongoing and used for requirements gathering


OVERALL PROCESS FLOW ¢  Four quarterly releases ¢  Each release is composed of six two-week sprints ¢  Prior to beginning sprint 1, requirements are translated into user stories and

entered into our backlog ¢  The backlog is then prioritized by the Product Owner ¢  The Agile development team then evaluates the prioritized backlog and slates

user stories for each sprint within the release ¢  Agile methods are then utilized for the completion of six sprints, with each

sprint resulting in a functional build of the application ¢  Each build is deployed in the test environment and tested by the Product

Owner, team members, and select end-users. Test results are then compiled and user feedback is incorporated into the next sprint

¢  At the end of sprint 6, a final build is subjected to extensive system testing ¢  When complete, required documentation is updated by the program

management team ¢  Once accepted, the build is then deployed into the federal staging environment


ACTIVITY (20 MINUTES)

¢ You are program manager for a large and complicated global infrastructure refresh effort for Hewlett-Packard’s product manufacturing units. You have to use the hybrid Waterfall-Agile methodology. How can you implement this methodology? Define end-to-end hybrid process flow.


REFERENCE: FULL CASE STUDY

¢ http://www.pmi.org/learning/library/hybrid-waterfall-agile-development-federal-space-6089

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Traditional vs. Agile Project Management · traditional model to the Agile model. ! In a business environment where the alignment between business and development strategies is less