Are waterfall and agile project management techniques mutually exclusive? by Eve Mitchell, PwC. 22 MARCH
|
|
- Pierce Bishop
- 8 years ago
- Views:
Transcription
1 Are waterfall and agile project management techniques mutually exclusive? by Eve Mitchell, PwC 22 MARCH
2 Projects need to be managed to be successful Change is a ubiquitous feature of modern life. Organisations across the globe are changing their working practices and business strategies to embrace the complexity and interconnected nature of a rapidly changing business environment and a shifting global economy. New delivery models often include suppliers, customers, vendors, partnerships and even competitors. Through these changed structures and practices organisations are becoming more able to address the pressures of rapid change, global competition and increasing complexity. The traditional waterfall project management methodology assumes that a project is finite with a definite beginning and end; that projects need to be managed to be successful; and that the events affecting the project are predictable. In addition, with this traditional methodology, once a phase is finished it is thought that it will not be revisited. The strengths of this approach are that it provides clear steps for development and has a structure which allows the project to be broken into manageable stages for more accurate planning. However, its limitations have been experienced by many project managers - projects rarely follow the given sequential flow, and customers often find it difficult to state all of their requirements early in the project often resulting in dreaded scope creep, or worse the project being seen as a failure as it hasn t met all the customer s requirements. In contrast, agile project management adopts the hypothesis that we don t know everything at the start of a project, and even if we think we know, this can be subject to many changes. Agile projects are structured in order to speed up the rate of learning for the team and organisation getting customer feedback early, identifying and ironing out technical difficulties, testing early and often. Through a constant cycle of learning and adaptation the agile team produces value to the customer, and learns to do so more and more effectively at each iteration. If the principle that each project begins with many uncertainties and that learning is good is embraced, we can in turn look to find ways of learning more effectively, and to incorporate this into the project as it moves towards its end point even to a point where we reward learning as opposed to admonishing change. The principles of agile The agile methods use a variety of tactics to build a project environment that is indeed agile. There is no one set of practices that are definitively agile there are a dozen different methods that are included under this banner, each including unique practices. The Agile Manifesto describes the underpinning value system which results in the key behaviours listed below: l Early delivery of value l Client centric l Different process for delivery l Success criteria l Quality criteria So, are waterfall and agile methodologies mutually exclusive? Through working with a range of clients across a number of different sectors I have had the opportunity to observe organisations who would consider they are guided by waterfall principles unwittingly also employing agile practices. I am sure you will recognise some of these scenarios: l Top priority projects having a designated war room in order to co-locate team members to allow sharing of ideas, brainstorming, improve communications and strengthen cross-functional relationships. l Daily project team meetings to describe what happened the day before and what is planned today a home grown concept of a daily SCRUM or stand up. These daily meetings give focus to the day and bring resolution to issues quickly and collaboratively. l Teams that produce work that is immediately tested by other members of the team a continual straw man improvement system which means that the solution is continuously being improved and proven out. l A team stepping into a project that has failed where the deliverable is due to the client with no time to plan and develop fully, therefore a real understanding of what value the client is looking for and that what is given with further improvements ongoing a continual beta-testing. Obviously these don t reflect a fully developed agile programme, but they do represent fragments of where we see agile in every day project management, and represent that organisations are often willing to use agile tools in one form or other. Case study To illustrate this further I would like to share a case study of an organisation that needed to re-establish itself as a leader in a transformed financial market. It required the early delivery of business benefit from its new channel website, but when the project was planned using the organisation s standard waterfall approach it showed the requirements gathering phase would still be under way when the first go live date was required by the business, posing a significant commercial risk. The suggestion of using some agile techniques was posed as it would cater for the early realisation of business benefit through incremental delivery. Approach In order to make the move towards a more agile approach in implementation the Dynamic Systems Development Method Atern (DSDM) approach was used. DSDM is a project delivery framework which is regarded as being agile in that it uses concepts such as iterative and incremental development, dynamic change control, collaboration and on-time delivery, but was originally designed to integrate with PRINCE2 thus more palatable for waterfall organisations MARCH
3 Governance and control The organisation s governance structure was derived from PRINCE2. This methodology is particularly strong in the area of project governance as it provides an overarching structure of governance to a project by establishing a project board which directs the manager using management by exception, further enhanced by positioning the business case as the driving force of the project. However, this is not in conflict with agile as all of these strengths stay in place. The first challenge was to convince the management team to change the time for releasing funding for the project. In its current practice funding was released at the end of start-up and initiate a project. The total project funding had been agreed by the original waterfall business case, but in order to support delivery funding needed to be released incrementally. The governance board agreed to this, allowing iterative design documents at governance gateways. This allowed the project to commence exploration and engineering without knowing all the detailed requirements of the project. As an FSA regulated business it was assumed that the risk and compliance teams would challenge the methodology, as it was believed that these teams would be nervous of an agile approach as they would infer it meant less documentation and less rigour. In order to address this meetings were set up to show concerned parties that the same governance gates, structures and documents would be used the organisation s waterfall documentation were very similar to agile artefacts, just named differently. Through the use of team rooms, enterprise tools, daily meetings, predictive tools such as burn-down charts and the inclusion of the business in the project team, it was demonstrated that there was more control than on other projects. The use of a time box a four week time period equating to 100 days development and 10 days testing - was used in each iteration. Within each time box the teams would investigate, refine and consolidate their deliverable for that iteration, allowing them to fail fast and change direction in a controlled way at the end of each time box as necessary. This tool combined with visible plans which all the team were able to talk about and describe, helped gain the support of the governance teams. Of particular value was the concept of failing fast as the risk team had just audited a project that had run for three years with no deliverable in sight. Business need and buy-in In order to gain buy-in, examples of where projects had failed within the organisation due to lack of business involvement were shared with the senior team. Based on this, and an avoidance of using agile terminology, the senior management team agreed that close involvement of the business was critical to the success of the project putting the customer at the centre of the project. To introduce agile to the wider project group, two separate briefings were held to explain the differences between a waterfall and a DSDM approach. The concept of project variables and in particular the principle of flexing the features and not time, cost or quality were explained. A qualified DSDM trainer was also engaged so that the entire project team could gain a common understanding of the approach to be used, and all gained DSDM Foundation Certification, including business personnel. The first challenge was to convince the management team to change the time for releasing funding for the project 24 MARCH
4 The use of modelling dramatically increased the speed of problem solving Changing attitudes and embracing new concepts There was considerable resistance to an agile approach at the start of building the technical framework as it was perceived that everything was a must have. It was presumed by the project team that flexing the features would not be possible if there were time issues. However, once examined more closely it was clear that flexibility was possible through: l Reduction of scale (for example through redundancy of systems) l Not commissioning all elements at the same time l Not gold plating systems. Timely delivery was essential to gaining market share. The business sponsor and project manager needed some additional coaching to help them demote musts to shoulds or coulds for a time box to give the flexibility of features required in the agile method. The team were also coached on the concept of a must for the project and not for the time box to help the team de-prioritise some elements of work. As part of the initial requirements gathering the organisation used customer focus groups to understand their customers needs and to inform design. They also brought the same groups into user testing. The customer would be able to see a functioning and tested development, ready for release at the end of each increment time box. Implementation of a new technology framework required to support the project would enable full incremental delivery of web changes, supported by configuration management systems. Collaboration and communication Collaboration was seen as a challenge due to the project team being spread over three countries with different cultures, with the business users and end customers in the UK, and development houses in India and South Africa. Significant attention was paid to communication issues associated with multiple locations. To address this, the organisation agreed to the following: l Regularly flying project team members to one location l Having daily stand-up calls to monitor progress using conference call facilities where all team members were not present l Using enterprise-wide tools to allow project teams to access all project artefacts l The establishment of a team room for visiting team members and UK participants. Furthermore, the role of the team lead was assigned per time box, depending on which geography the core competency for the current part of the project development was in. Every opportunity was taken to run facilitated workshops when all parties were present in one location. This enabled rich communication within the project and with the projects customers. The project manager or facilitator chaired all of the meetings and made sure all team members contributed. If decisions or discussions started to get bogged down the team were encouraged to white board or brainstorm the problem. Use of a dedicated team room to display project management artefacts also improved communications both within the project and to the whole company. The use of modelling dramatically increased the speed of problem solving. Once the group solved a problem they would photograph the solution and share it with the team for comment / feedback around the globe. Quality Using a Prioritised Requirements List (PRL), visible across the enterprise, the solution testers were able to inform the business analyst when a requirement was not good enough to test against. Testing was also introduced during each time box with business and end user involvement with the understanding that full integration / regression testing could only happen within the quarterly release cycle. Techniques Iterative Development Iterative development ensured that development stayed on track and delivered to the needs of the business: l Wireframes for web pages informed design l User experience feedback informed requirements l Prototyping through focus groups informed design Development was categorised as functional, non-functional or user experience. Requirements were monitored against a baseline, usability was tested against customer focus groups, and non-functional requirements such as speed of response, tested prior to deployment to live and informed further engineering work. MARCH
5 Time boxing Time boxing, allied with collaborative planning and estimating sessions, was key to delivering on time and on budget. During a time box the project team regularly recreated new requirements, which were placed on the PRL. At the end of the time box the PRL was assessed to see if the teams experience would move new requirements into the upcoming time box replacing previous plans. This decision was always made by the business, informed by the team. This was a change from the organisations existing way of working. Adding or removing requirements were seen as a change of scope requiring a change request and impact assessment. Working with DSDM saved at least one manday per week by not performing these tasks. Modelling Modelling was regularly used in facilitated workshops as a communications technique, most commonly using a white board or flip-chart in line with the DSDM model. Models were: l Processes l Data models l Functional diagrams l Technical diagrams l User stories or journeys If the result was needed as a product it was digitally photographed and recreated in an appropriate software package. In some cases the images were so powerful that they were created as storyboards and used as project communications tools. If they added understanding to a requirement they were added to the entry in the PRL. Prototyping Prototyping was used from the start of exploration to help design web functionality and determine usability, from web wireframes through to fully developed pages with stubs to replicate real data. Prototyping has rarely been used in the organisation, and the increase in pace and quality of requirements gathering which would have normally been done through one to-one sessions between business and analysts was a surprise to team members. Roles Several conversations were held with the business about the required seniority of the Business Sponsor in the organisation truly being able to force open closed doors. Furthermore whether they were willing to empower other team members to make decisions The empowerment conversation was challenging as the corporate culture was hierarchical and made more difficult by the ability of many people to say no rather than yes. The turning point in the conversation came when there was a realisation that through the use of time boxing any poor decision would be highlighted within the time box cycle (4 weeks) in the time box review which they would attend. Lessons learned Open communication can cause challenges By opening up all parties to all communications and changes we created some re-work in our first engineering time box. This is because one of the offshore development teams interpreted every design change to web pages during the feeder exploration time box as a programming change and therefore work to be done. The communications channel between the design team and that specific offshore team was removed, only passing information when design was signed off. Work being done that was not on the PRL Any requirement needed to be entered on the PRL, whether it was functional, non-functional or user experience. If it was not on the PRL it was not done, and more importantly not billed. A week long gap appeared between time boxes which was a one-off due to poor planning. This was filled by exploration work commissioned by a team lead without the knowledge of the project manager, even though daily stand ups were happening during this period. To ensure this didn t happen again the service requests were re-written to call out sections of the PRL as the only source of work. In addition, the team were coached any planning needed to finalise the upcoming time box occurred in the final week of the current time box. Daily stand-ups Fundamental to the success of this project and to ongoing collaboration was daily communication with teams in three countries. At least once every two time-boxes the team leads flew to the central location for a fortnight to ensure the team maintained the closeness that had been started at the kick-off. Updating the burn-down chart In the first time box the burn down was used almost as an attendance register, demonstrating the developers days worked rather than a demonstration of functionality achieved. The teams were reminded of the need to flex, which could only be achieved by knowing what was complete and what was not. The empowerment conversation was challenging as the corporate culture was hierarchical 26 MARCH
6 l Enabling an agile ethos through collaboration and communication, allowing dynamic change and accepting that detail often emerges during the project and cannot be predicted at the outset l Promoting the use of facilitated workshops and modelling I often find the need to flex my working practices to incorporate different aspects of what I consider best practice to both fit with the organisation in question, but also to deliver value to the customer. Through combining the best features of waterfall development disciplines with agile principles it is possible to get superior results. Arguably, the purpose of any project is to deliver value to stakeholders. By embracing new and different principles and techniques and applying them in the appropriate setting to deliver value, a project will be well on its way to success. In the second time box the suppliers were amazed that the business ambassador removed some of the work to be done from the time box, rather than cracking the whip. This was a major turning point in the relationship between all parties. Outcome This was a pilot project for the organisations transition to DSDM as a method of choice and was thus open to a great deal of scrutiny. Using some DSDM techniques demonstrated a level of control not seen in the organisation before, which tipped the balance of opinion in favour of using these methods. The delivery of business benefit early in the project lifecycle meant that the company s position in the market was strengthened, meeting a significant part of the business case. Conclusions So, back to the original question, are waterfall and agile project management techniques mutually exclusive? Based on the above case study, I think they are not. Integrating DSDM into a PRINCE2 environment is relatively straightforward in that both of the approaches are constructed in a similar way. They both have similar organisational structures and thus when combining the two there is no need to duplicate or compromise, more a need to take on additional concepts and components from agile and integrate them into the structure of PRINCE2 Notable enhancements include: l Introducing the mechanisms for scope tolerance using a PRL and techniques such as time-boxing l Explicit support of iterative and incremental product development 28 MARCH Eve Mitchell
DSDM Case Study. An Agile Approach to Software Systems Development for the Highways Agency
DSDM Case Study An Agile Approach to Software Systems Development for the Highways Agency Government agencies are constantly striving to develop software systems that support business objectives, deliver
More informationThe profile of your work on an Agile project will be very different. Agile projects have several things in common:
The Agile Business Analyst IT s all about being Agile? You re working as a Business Analyst in a traditional project environment, specifying the requirements for IT Developers to build. Suddenly everyone
More informationIntroduction. Contents. Introducing the DSDM Agile Project Framework. Introducing DSDM
Contents Introduction... 2 Introducing the DSDM Agile Project Framework... 2 Introducing DSDM... 2 Introducing Scrum... 3 The DSDM Agile Project Framework for Scrum... 4 Philosophy... 4 Values... 4 Principles...
More informationAgile and the role of the business analyst
Agile and the role of the business analyst Debbie Paul & Paul Turner www.assistkd.com The history of Agile 1985 Spiral model 1991 RAD 1994 DSDM 1999 XP 2000 Agile Manifesto 2000 - DSDM for all IT projects
More informationDSDM DSDM. CONSORTiUM. CONSORTiUM. AgileBA. The Handbook for Business Analysts. Extract The Requirements Lifecycle In An Agile Project. www.dsdm.
DSDM CONSORTiUM DSDM CONSORTiUM AgileBA The Handbook for Business Analysts Extract The Lifecycle In An Agile Project www.dsdm.org This Extract from AgileBA, The Lifecycle in an Agile Project, is based
More informationIntroduction... 2 Introducing the DSDM Agile Project Framework (AgilePF)...2 Introducing DSDM...2 Introducing Scrum...3
Contents Introduction... 2 Introducing the DSDM Agile Project Framework (AgilePF)...2 Introducing DSDM...2 Introducing Scrum...3 AgilePF for Scrum... 4 Philosophy...4 Agile Values...4 Principles...5 Variables...8
More informationIntegrating PRINCE2 and Scrum for successful new product development
1 Goal Professional Services Pty Ltd 2 Renewtek Pty Ltd Integrating PRINCE2 and Scrum for successful new product development Rankins G J 1 and Kearns M 2 This paper was presented at the Australian Institute
More informationAgile Project Management: Integrating DSDM Atern into an existing PRINCE2 environment Keith Richards, Director, Keith Richards Consulting
For Portfolio, Programme, Project, Risk and Service Management Agile Project Management: Integrating DSDM Atern into an existing PRINCE2 environment Keith Richards, Director, Keith Richards Consulting
More informationUnderstanding Agile Project Management
Understanding Agile Project Management Author Melanie Franklin Director Agile Change Management Limited Overview This is the transcript of a webinar I recently delivered to explain in simple terms what
More informationPRINCE2 and DSDM: Why should I use both?
PRINCE2 and DSDM: Why should I use both? Author: Dorothy Tudor - DSDM and PRINCE2 Practitioner and Trainer, a Certified ScrumMaster (Agile), ITIL Service Manager and a Director of the DSDM Consortium,
More informationStatistics New Zealand is Agile Continued Implementation of AGILE Process at Statistics NZ
Distr. GENERAL WP.22 17 May 2011 ENGLISH ONLY UNITED NATIONS ECONOMIC COMMISSION FOR EUROPE (UNECE) CONFERENCE OF EUROPEAN STATISTICIANS EUROPEAN COMMISSION STATISTICAL OFFICE OF THE EUROPEAN UNION (EUROSTAT)
More informationThe style is: a statement or question followed by four options. In each case only one option is correct.
AGILE FOUNDATION CERTIFICATE SAMPLE FOUNDATION QUESTIONS WITH ANSWERS This document is a set of sample questions, in the style of the Agile Foundation Certificate Examination, which is a 60 question, 1
More informationAgile Projects 7. Agile Project Management 21
Contents Contents 1 2 3 Agile Projects 7 Introduction 8 About the Book 9 The Problems 10 The Agile Manifesto 12 Agile Approach 14 The Benefits 16 Project Components 18 Summary 20 Agile Project Management
More informationAgile Project Management Foundation and Practitioner Syllabus Summary
Agile Project Management Foundation and Practitioner Syllabus Summary This document can be viewed as a comprehensive course outline OR a summary of the full course syllabus. In order to make it easier
More informationIntroduction to CiCS Agile Projects
Introduction to CiCS Agile Projects This is an introduction to how we run CiCS projects. It s written for people who will be involved in our projects, but may be of interest more generally. Background
More informationLearn Agile Project Management In 60 Minutes Flat! Agile Project Management Overview. Agile Project Management
Learn Agile Project Management In 60 Minutes Flat! Agile Project Management Overview Agile Project Management Copyright Copyright 2013 by David Geoffrey Litten Cover and internal design David Geoffrey
More informationTaking the first step to agile digital services
Taking the first step to agile digital services Digital Delivered. Now for Tomorrow. 0207 602 6000 mbailey@caci.co.uk @CACI_Cloud 2 1. Background & Summary The Government s Digital by Default agenda has
More informationAgile Project Management and Agile Practices Training; with a Scrum Project that you will do.
1 PMI Agile Certified Practitioner (PMI-ACP) workshop course details. We are unique and specialists in Agile! Your workshop trainer by passion and is a senior Agile Coach who coached many teams and Kanban
More informationWater-Scrum-Fall Agile Reality for Large Organisations. By Manav Mehan Principal Agile consultant Manav.Mehan@tcs.com
Water-Scrum-Fall Agile Reality for Large Organisations By Manav Mehan Principal Agile consultant Manav.Mehan@tcs.com Interests and Experience Leading Change and Transformation in Large, Complex organisations
More informationWhen Project Management meets Agile
When Project Management meets Agile By Adam Ryall 19 May 2014 Overview This whitepaper provides a summary of the points discussed in the Core Consulting Group Breakfast Event held in April 2014 Author
More informationPRACTICE GUIDE FOR AGILE SOFTWARE DEVELOPMENT [G62]
PRACTICE GUIDE FOR AGILE SOFTWARE DEVELOPMENT [G62] Version: 1.0 March 2015 The Government of the Hong Kong Special Administrative Region The contents of this document remain the property of the Office
More informationProcess Methodology. Wegmans Deli Kiosk. for. Version 1.0. Prepared by DELI-cious Developers. Rochester Institute of Technology
Process Methodology for Wegmans Deli Kiosk Version 1.0 Prepared by DELI-cious Developers Rochester Institute of Technology September 15, 2013 1 Table of Contents 1. Process... 3 1.1 Choice... 3 1.2 Description...
More informationwww.testing-solutions.com TSG Quick Reference Guide to Agile Development & Testing Enabling Successful Business Outcomes
www. TSG Quick Reference Guide to Agile Development & Testing Enabling Successful Business Outcomes What is Agile Development? There are various opinions on what defines agile development, but most would
More informationAgile Project Management: Foundation & Practitioner
Agile Project Management: Foundation & Practitioner CUSTOM TRAINING SOLUTIONS THAT WORK FOR YOUR BUSINESS Agile Project Management Course Objectives Prepare to Pass the APMG Agile Foundation + Practitioner
More informationRequirement Management with the Rational Unified Process RUP practices to support Business Analyst s activities and links with BABoK
IBM Software Group Requirement Management with the Rational Unified Process RUP practices to support Business Analyst s activities and links with BABoK Jean-Louis Maréchaux Software IT Specialist IBM Rational
More informationIndigoBlue Governance Framework
Overview IndigoBlue IndigoBlue Winner of Agile Consultancy of the Year 2011/12, IndigoBlue is one of the leading consultancies in the UK focused on Agile processes for strategic consultancy, and programme
More informationThe Blending of Traditional and Agile Project Management
1 of 6 The Blending of Traditional and Agile Project Management By Kathleen Hass Traditional project management involves very disciplined and deliberate planning and control methods. With this approach,
More informationAccelerating software testing effectiveness using Agile methodologies..
Accelerating software testing effectiveness using Agile methodologies.. How can testing be completed faster, and more efficiently, within short iterations? The Problem It is a painful paradox that while
More informationWhen User Experience Met Agile: A Case Study
When User Experience Met Agile: A Case Study Michael Budwig User Experience Manager PayPal 2211 North 1 st Street, San Jose, California 95131 USA mbudwig@paypal.com Soojin Jeong Manager, User Interface
More informationThe Agile Manifesto is based on 12 principles:
The Agile Manifesto is based on 12 principles: Customer satisfaction by rapid delivery of a useful product solution Welcome changing requirements, even late in development Working products are delivered
More informationAgile for Project and Programme Managers
Agile for Project and Programme Managers Author Melanie Franklin Director Agile Change Management Limited Introduction I am involved in a mixture of assignments for different organisations across Europe
More informationAgile extreme Development & Project Management Strategy Mentored/Component-based Workshop Series
Overview This is a 15-day live facilitator-led or virtual workshop is designed to prompt your entire team to work efficiently with Microsoft s Application Lifecycle Management solution based around Visual
More informationDSDM Case Study. Improving Outcomes through Agile Project Management. General Dynamics United Kingdom Limited. D E & S Defence Equipment & Support
DSDM Case Study Timothy Fadek/Polaris/eyevine Improving Outcomes through Agile Project Management General Dynamics United Kingdom Limited D E & S Defence Equipment & Support www.dsdm.org TRUSTED TO DELIVER
More informationIntegrating Scrum with the Process Framework at Yahoo! Europe
Integrating Scrum with the Process Framework at Yahoo! Europe Karl Scotland Yahoo! Europe kjscotland@yahoo.co.uk Alexandre Boutin Yahoo! International alexandre.boutin@yahoo-inc.com Abstract Large enterprise
More informationCRM Know How In Practice. Transition and change management. Best Practice Guide 01
CRM Know How In Practice Transition and change management Best Practice Guide 01 02 Best Practice Guide CRM Know How In Practice Transition and change management In This Guide 02 Introduction: Why CRM?
More informationBuilding Software in an Agile Manner
Building Software in an Agile Manner Abstract The technology industry continues to evolve with new products and category innovations defining and then redefining this sector's shifting landscape. Over
More informationOrganisational Change Management
Organisational Change Management The only thing that is constant is change in your business, your market, your competitors, and your technology. Remaining competitive and responsive to your customers and
More informationA flexible approach to outsourcing in the financial services sector
A flexible approach to outsourcing in the financial services sector A White Paper produced by Eversheds in association with Serco Global Services - February 2015 A flexible approach to outsourcing in the
More informationEstablishing Business Process Continuous Improvement Capabilities
Establishing Business Process Continuous Improvement Capabilities Choosing the course & planning the journey Overview August 2009 Establishing continuous improvement capabilities requires top-down commitment
More informationA Viable Systems Engineering Approach. Presented by: Dick Carlson (richard.carlson2@boeing.com)
A Viable Systems Engineering Approach Presented by: Dick Carlson (richard.carlson2@boeing.com) Philip Matuzic (philip.j.matuzic@boeing.com) i i Introduction This presentation ti addresses systems engineering
More informationDigital Marketplace Services Service Definition
Digital Marketplace Services Service Definition Arrk Limited Manchester Science Park Pencroft Way Manchester M15 6JJ Tel: +44 161 227 9900 Fax: +44 016 227 9966 www.arrkgroup.com Registered In England
More informationRAPID ENGINEERING WITH AGILE RIGHTSHORE DELIVERY (REWARD)
RAPID ENGINEERING WITH AGILE RIGHTSHORE DELIVERY (REWARD) A cost-effective, out of the box approach that combines agile development with an optimised Rightshore team REWARD Flexible, manageable and cost-effective
More informationChange and project management
Change and project management www.first.com What gets measured, gets d! -Change leader Change and Project Management Change and project management Prince 2, PMI and PCI When projects fail in an organisation,
More informationCourse Title: Managing the Agile Product Development Life Cycle
Course Title: Managing the Agile Product Development Life Cycle Course ID: BA25 Credits: 28 PDUs Course Duration: 4 days (with optional Executive session) Course Level: Intermediate/Advanced Course Description:
More informationDesigning g and Implementing a Successful Agile Transformation. David Hicks
Designing g and Implementing a Successful Agile Transformation David Hicks Agile Business Conference London 2011 RADTAC Services Management Consultancy Training Delivery Expertise Agile Methods Software
More informationAGILE BUSINESS SERVICES. Guiding and supporting your business. at any stage of your agile journey
AGILE BUSINESS SERVICES Guiding and supporting your business at any stage of your agile journey SOGETI AGILE SERVICES Overcoming barriers to agile success Agile methods are being adopted by a wide range
More informationAgile Project Management Syllabus
Agile Project Management Syllabus May 2011 Version 1.3 (Status Live) Page 0 Owner : The APM Group Limited 1 Purpose The purpose of this document is to define the syllabus for the Agile Project Management
More informationIn today s acquisition environment,
4 The Challenges of Being Agile in DoD William Broadus In today s acquisition environment, it no longer is unusual for your program to award a product or service development contract in which the vendor
More informationG-Cloud Service Description. Atos: Cloud Professional Services: Requirements Specification
G-Cloud Service Description Atos: Cloud Professional Services: Requirements Specification Atos, the Atos logo, Atos Consulting, Atos Worldline, Atos Sphere, Atos Cloud, Atos Healthcare (in the UK) and
More informationCHAPTER 3 : AGILE METHODOLOGIES. 3.3 Various Agile Software development methodologies. 3.4 Advantage and Disadvantage of Agile Methodology
CHAPTER 3 : AGILE METHODOLOGIES 3.1Introductions 3.2 Main Stages in Agile project 3.3 Various Agile Software development methodologies 3.4 Advantage and Disadvantage of Agile Methodology 3.1Introductions
More informationUsing the Agile Methodology to Mitigate the Risks of Highly Adaptive Projects
Transdyne Corporation CMMI Implementations in Small & Medium Organizations Using the Agile Methodology to Mitigate the Risks of Highly Adaptive Projects Dana Roberson Quality Software Engineer NNSA Service
More informationwww.pwc.com Scale agile throughout the enterprise A PwC point of view
www.pwc.com Scale agile throughout the enterprise A PwC point of view December 2013 Overview Today it s rare to speak with a company that is not adopting some form of agile development practice. However,
More informationSelecting a project management methodology
VICTORIAN GOVERNMENT CIO COUNCIL Project Management Selecting a project management methodology Guideline This guideline provides advice for selecting and tailoring a project management methodology. Keywords:
More informationAgile Scrum Workshop
Agile Scrum Workshop What is agile and scrum? Agile meaning: Able to move quickly and easily. Scrum meaning: a Rugby play Agile Scrum: It is an iterative and incremental agile software development framework
More informationProject Management Agile Experience Report
I have found that the introduction of any formal methodology worries Management and gives Engineers nightmares about endless amounts of paperwork. For these businesses, what should an effective lightweight
More informationI m an Alien... A Business Analyst in an Agile World Dorothy Tudor - TCC ABC 2014
I m an Alien... A Business Analyst in an Agile World Dorothy Tudor - TCC ABC 2014 Dot Tudor TCC Technical Director Accredited Agile Coach, Scrum CSM, CSPO, CSP Scaled Agile (SAFe) Program Consultant DSDM
More informationAgile Governance. Thought Leadership
Agile Governance Thought Leadership IndigoBlue May 2012 IndigoBlue Winner of Agile Consultancy of the Year 2011/12, IndigoBlue is one the leading consultancies in the UK focused on Agile processes for
More informationModerator: Albert Jeffrey Moore, ASA, MAAA. Presenters: Albert Jeffrey Moore, ASA, MAAA Kelly J. Rabin, FSA, MAAA Steven L. Stockman, ASA, MAAA
Session 59 PD, The Need for Agile Actuaries: Introduction to Agile Project Management Moderator: Albert Jeffrey Moore, ASA, MAAA Presenters: Albert Jeffrey Moore, ASA, MAAA Kelly J. Rabin, FSA, MAAA Steven
More informationAgile Training and Certification Options. David Hicks
Agile Training and Certification Options David Hicks Agile Business Conference London 2011 David Hicks RADTAC Founder & Director Specialist in Lean and Agile since 1998 Agile Alliance Founder Member in
More informationSCRUM BODY OF KNOWLEDGE (SBOK Guide)
A Guide to the SCRUM BODY OF KNOWLEDGE (SBOK Guide) 2013 Edition A Comprehensive Guide to Deliver Projects using Scrum TABLE OF CONTENTS TABLE OF CONTENTS 1. INTRODUCTION... 1 1.1 Overview of Scrum...
More informationTesting in Scrum Projects
Testing in Scrum Projects Kalevi Evans Logica 2008. All rights reserved About Me Logica Suomi Oy (formerly WM-Data) Over 6 years experience Experience working in projects that apply the following software
More informationCourse Title: Planning and Managing Agile Projects
Course Title: Planning and Managing Agile Projects Course ID: BA15 Credits: 21 PDUs Course Duration: 3 days (Live in person class only) Course Level: Basic/Intermediate Course Description: This 3-day course
More informationAgile user-centred design
Agile user-centred design Marc McNeill Thoughtworks, 9th Floor Berkshire House 168-173 High Holborn London, WC1V 7AA Agile methods are becoming increasingly common in application design, with their collaborative
More informationAgile & PMI Project Management Mapping MAVERIC S POINT OF VIEW. 10-10-2012 Vol. 7
10-10-2012 Vol. 7 MAVERIC S POINT OF VIEW Agile & Abstract: The purpose of this whitepaper is to explore the points of parity and differences between two of the most widely used methodologies. PMI Management
More informationWho Doesn t Want to be Agile? By: Steve Dine President, Datasource Consulting, LLC 7/10/2008
Who Doesn t Want to be Agile? By: Steve Dine President, Datasource Consulting, LLC 7/10/2008 Who wants to be involved in a BI project or program that is labeled slow or inflexible? While I don t believe
More informationAgile Service Transition
Agile Service Transition PATRICK BOLGER HORNBILL SERVICE MANAGEMENT MATT HOEY GRANT THORNTON UK LLP March 2014 The need for speed Technology, and how we use it, constantly evolves. In recent years, Cloud,
More information15 Principles of Project Management Success
15 Principles of Project Management Success Project management knowledge, tools and processes are not enough to make your project succeed. You need to get away from your desk and get your hands dirty.
More informationThe Truth About Agile Software Development with Scrum, The Facts You Should Know
The Truth About Agile Software Development with Scrum, The Facts You Should Know Copyright Notice of rights All rights reserved. No part of this book may be reproduced or transmitted in any form by any
More informationChange Management in an IT Methodology Context
Change Management in an IT Methodology Context The Experience of TEDO (Technology Enterprise Delivery Office) December 2012 Speakers: Lydia Galanti (lydia.galanti@tdassurance.com) Iphigénie Ndiaye (iphigenie.ndiaye@tdassurance.com)
More informationSenior IT managers are putting their best foot forward by harnessing DevOps to bring in agility in the business processes and enhance growth
COVER STORY DEVOPS XXPENSATION FOR IT SURVEY MANAGERS Senior IT managers are putting their best foot forward by harnessing DevOps to bring in agility in the business processes and enhance growth BY M A
More informationCS435: Introduction to Software Engineering! " Software Engineering: A Practitioner s Approach, 7/e " by Roger S. Pressman
CS435: Introduction to Software Engineering! " " " " " " " "Dr. M. Zhu! Chapter 3! Agile Development! Slide Set to accompany Software Engineering: A Practitioner s Approach, 7/e " by Roger S. Pressman
More informationNew Developments in an Agile World: Drafting Software Development Agreements. By: Paul H. Arne 1,2
New Developments in an Agile World: Drafting Software Development Agreements By: Paul H. Arne 1,2 A few months before this article was prepared, a group of senior IT professionals from some of the largest
More informationIntroduction When Lifecycle People Products Management Development Tailoring Other. 2002-2008 DSDM Consortium. DSDM Public Version 4.
DSDM Public Version 4.2 Manual Introduction When Lifecycle People Products Management Development Tailoring Other 2002-2008 DSDM Consortium http://www.dsdm.org/version4/2/public/default.asp [12-1-2008
More informationAgile project management: A magic bullet?
Agile project management: A magic bullet? Prof. Darren Dalcher d.dalcher@mdx.ac.uk Conferencia Iberoamericana de Calidad del Software Prof. Darren Dalcher 1 Outline I. What is agilility? The agile manifesto
More informationWHITE PAPER. Distributed agile and offshoring antagonism or symbiosis?
WHITE PAPER Distributed agile and offshoring antagonism or symbiosis? Summary Agile software development and the breed of agile methodologies (XP, SCRUM, DSDM, etc.) have gained popularity since 2001.
More informationAdopting a Continuous Integration / Continuous Delivery Model to Improve Software Delivery
Customer Success Stories TEKsystems Global Services Adopting a Continuous Integration / Continuous Delivery Model to Improve Software Delivery COMMUNICATIONS AGILE TRANSFORMATION SERVICES Executive Summary
More informationAgile Project Management with Scrum
Agile Project Management with Scrum Resource links http://www.agilealliance.org/ http://www.agilemanifesto.org/ http://www.scrum-master.com/ 1 Manifesto for Agile Software Development Individuals and interactions
More informationAgile So)ware Development
Software Engineering Agile So)ware Development 1 Rapid software development Rapid development and delivery is now often the most important requirement for software systems Businesses operate in a fast
More informationWhen is Agile the Best Project Management Method? Lana Tylka
When is Agile the Best Project Management Method? Lana Tylka Staged Incremental Deliveries Prototypes Plan Develop Design Deploy Test Maintain Sequential Steps Multiple Iterations Waterfall Sprints, Spirals
More informationQuality assurance in an Agile delivery method
Quality assurance in an Agile delivery method Guy Nelson (Quality Manager, Fidelity International) Barbara Roberts (Accredited DSDM Consultant) April 2006 Agenda The Challenges to Quality Assurance CMMi
More informationLasting commercial success with Agile Evolution
Turning visions into business December 2011 Lasting commercial success with Agile Evolution Malte Foegen, David Croome, Timo Foegen Scrum techniques are spreading increasingly. In many cases, they lead
More informationIssues in Internet Design and Development
Issues in Internet Design and Development Course of Instructions on Issues in Internet Design and Development Week-2 Agile Methods Saad Bin Saleem PhD Candidate (Software Engineering) Users.mct.open.ac.uk/sbs85
More informationAppendix 1: Performance Management Guidance
Appendix 1: Performance Management Guidance The approach to Performance Management as outlined in the Strategy is to be rolled out principally by Heads of Service as part of mainstream service management.
More informationBridging the Gap: Traditional to Agile Project Management. I. S. Parente 1. Susan Parente, PMP, PMI ACP, CISSP, PMI RMP, ITIL, MSEM;
Bridging the Gap: Traditional to Agile Project Management ABSTRACT I. S. Parente 1 1 Susan Parente, PMP, PMI ACP, CISSP, PMI RMP, ITIL, MSEM; S3 Technologies, LLC, Principal Consultant; parente@s3 tec.com
More informationIPL Service Definition - Project Management, Programme Management and Governance
IPL Proposal IPL Service Definition - Project Management, Programme Management and Governance Project: Date: 16th Dec 2014 Issue Number: Issue 1 Customer: Crown Commercial Service Page 1 of 8 IPL Information
More informationW hitepapers. Delighting Vodafone Turkey s Customers via Agile Transformation
October 2014 W hitepapers Delighting Vodafone Turkey s Customers via Agile Transformation Mehmet Yitmen, Erhan Köseoğlu, İbrahim Güneş, Gülnur Bayhan, Seda Erboral Introduction Vodafone is one of the world's
More informationWhich is why TMI is here to help. We have to admit it. we really love what we do.
We have to admit it. we really love what we do. We get to work with great brands to create brilliant customer experiences that their customers love and their employees can t wait to deliver. It s not just
More informationAgile project management: Integrating DSDM into an existing PRINCE2 environment
Agile project management: Integrating DSDM into an existing PRINCE2 environment Keith Richards, Chief Executive, KRC White Paper January 2013 2 Agile project management: Integrating DSDM into an existing
More informationCopyright 2013 Hendry Performance Development Ltd - All Rights Reserved. Performance Management & Development
Performance Management & Development Moving Into Management New or inexperienced managers and supervisors or those who have not been trained in the role Benefits & Outcomes By the end of the programme,
More informationwww.stephenbarkar.se Lean vs. Agile similarities and differences 2014-08-29 Created by Stephen Barkar - www.stephenbarkar.se
1 www.stephenbarkar.se Lean vs. Agile similarities and differences 2014-08-29 Purpose with the material 2 This material describes the basics of Agile and Lean and the similarities and differences between
More information10/4/2013. Sharif University of Technology. Session # 3. Contents. Systems Analysis and Design
Session # 3 Contents Systems Analysis and Design 2 1 Tiers of Software Development 10/4/2013 Information system development project Realistic behavior 3 Information system development project System Development
More informationProject, Programme and Portfolio Management Delivery Plan 6
Report title Agenda item Project, Programme and Portfolio Management Delivery Plan 6 Meeting Performance Management and Community Safety Panel 27 April 2009 Date Report by Document number Head of Strategy
More informationAgile Project Management
Agile Project Management Summary Certification Abbreviation Prerequisite(s) Classroom Duration Number of CECs Number of Subjects Number of Themes Status ICAgile Certified Expert Agile Project Management
More informationAgile and Secure: OWASP AppSec Seattle Oct 2006. The OWASP Foundation http://www.owasp.org/
Agile and Secure: Can We Be Both? OWASP AppSec Seattle Oct 2006 Dan Cornell, OWASP San Antonio Leader Principal, Denim Group Ltd. dan@denimgroup.com (210) 572-4400 Copyright 2006 - The OWASP Foundation
More informationTransitioning from Waterfall to Agile Course AG01; 3 Days, Instructor-led
Transitioning from Waterfall to Agile Course AG01; 3 Days, Instructor-led Course Description Identify the challenges you will face when implementing an Agile approach to software development and then plan
More informationValue, Flow, Quality BCS PRACTITIONER CERTIFICATE IN AGILE SYLLABUS
Value, Flow, Quality BCS PRACTITIONER CERTIFICATE IN AGILE SYLLABUS BCS Practitioner Certificate in Agile Introduction: In the last decade Agile has moved from being an idea on the fringe of software development
More informationAgile Development Overview
Presented by Jennifer Bleen, PMP Project Services Practice of Cardinal Solutions Group, Inc. Contact: Agile Manifesto We are uncovering better ways of developing software by doing it and helping others
More informationThe Challenge with Innovative Learning. Recognising the Challenge. Partnership self directed learning communication learning support
Learning Services Our Learning Services team works in close partnership with our clients. We combine our expertise in instructional design, learning technologies and project management to analyse learner
More informationManaging TM1 Projects
White Paper Managing TM1 Projects What You ll Learn in This White Paper: Traditional approaches to project management A more agile approach Prototyping Achieving the ideal outcome Assessing project teams
More information