Transitioning from Waterfall to Agile
Become more Agile in your organization.
Become more Agile in your organization.
Identify the challenges you will face when implementing an Agile method and plan for a successful transition from waterfall or other traditional software development approaches! This is your Agile method foundation course.
Agile software development methods represent a departure from traditional waterfall approaches in significant ways. Yet there are long standing and highly successful approaches from industry that historically support concepts of agility going back at least thirty years. Capturing a clear understanding of these concepts, you will be able to capitalize on them to gain the cooperation and acceptance of stakeholders who must approve and participate. There are significant benefits available with Agile methods that can address the high risks, unknowns, and uncertainties that beset contemporary projects. These complexities can best be addressed with a flexible and adaptable model that faces the problems and provides the tools to change the way work is done and address the issues head on.
In this course, you will experience several case study scenarios that typify the attributes of most projects in your organization, each providing a recognition point as you explore and discuss the hurdles to Agile. Learn to overcome these hurdles and interweave your traditional practices with Agility to develop the best software for your organization.
PMI and PMBOK are registered marks of the Project Management Institute, Inc.
Key Agile Skills: Gemba visits and development of story cards
Key Agile Practice: Strong Unit testing practice (Zero Quality Control and/or Test-Driven development)
Key Agile Practice and Skill: The daily standup
Key Agile Skills: Agile Risk Management and defining the project lifecycle as separate from the project management lifecycle
Exercise 1: What are the biggest project issues you and your organization face? You will compile a list of what is broken and use this list as a touchstone for the exercises that follow.
Exercise 2: What aspects of agility have you already incorporated into your organization? Review you current processes, even if they are described with other names, and identify ways in which your organization has embraced any of these concepts.
Exercise 3: Explore how adaptive planning can benefit the organization. Where can this help the highly regulated business, government organizations, methodology centric organizations?
Exercise 4: Explore the benefits of progressive elaboration of requirements. Discover how prioritization of the feature set can deliver the highest business value to the customer.
Exercise 5: Explore how adaptability defuses the scope-creep issue. As users prioritize needs and features, changes in scope are assimilated into the project based on prioritized need. Reviewing the case studies, select several that would receive benefit from implementing adaptable change.
Exercise 6: Explore the triple constraints of project management in terms of quality. Identify the top elements that contribute to customer satisfaction. How does your customer define quality?
Exercise 7: Several organizations that employ the concept of self-organizing teams will be explored. How does this drive greater ownership of the project deliverables on the part of the performing organization? In what situations is a C & C model effective and where does it fail?
Exercise 8: Certain development environments function very well using a waterfall approach. What kind of project organization, product cycle, and methodology is used for a well-executed waterfall approach? Several case studies will be reviewed and the results analyzed.
Exercise 9: You will use a Excel "case studiesspreadsheet to review agile techniques and define which techniques can be implemented immediately, in one to four months, or which may be problematic at any phase.
Exercise 10: Identify the issues in your organization that lead to excessive rework, waste, service after service, scrap, or any situation that costs the organization wasted time and wasted dollars. Address these issues on the agile "Techniquesspreadsheet. Use the "cost of quality" spreadsheet to quantify the loss in dollars.
Exercise 11: Define the areas where your organization may put up resistance to implementing agile process. Identify where the resistance is due to fear, misunderstanding, lack of training, or some other issue. You will explore avenues of resolution and methods to help your organization harvest the benefits of agile implementations.
Exercise 12: Prioritize the Agile concepts that you could introduce in your organization. For the three highest-priority concepts, create an action plan to make those things a reality on your projects. Compare notes with other participants.