Paul Reed-PeckPMO Manager| SICPA SAVillars-Ste-Croix, Vaud, Switzerland
So, we are faced with the challenge today of re-designing our internal project management methodology to support the use of Agile-SCRUM by our development teams, despite working with customers who are still very much in the Waterfall frame of mind.
Has anyone else managed to successfully implement such a blended solution, and if so what tips would you give me? Saving Changes...
Are these internal or external customers? If internal, then the organization needs to go beyond just implementing Agile for the development teams and extend the transformation company-wide. If the customers are external, then as Rami pointed out, explain the benefits of why your company uses Agile, and perhaps in time they will come around to your way of thinking when they see the benefits. For the immediate project, they could run their internal project using waterfall and you use Agile, but there will be conflicts with the level of detail needed for phases/sprints, and the expectation for requirements. Saving Changes...
Anish AbrahamPrivacy Program Manager| University of WashingtonAuburn, Wa, United States
Thanks for posting this question. I concur with Kiron on this.
In my opinion cooperation and communication between teams, regardless of methodology, is the key to success. Saving Changes...
Anton OosthuizenSenior Business Analyst / Project Manager| Self EmployedPretoria, Gauteng, South Africa
Paul
Having worked in a heavily regulated industry I have done it for years and I know it can be quite a challenge despite all the theory around it. I did a webinar based on my experiences last year which you can have a look at. One thing I found after hitting my head against a brick wall for a long time is that there are projects where you are just not going to convince the customer to use an agile methodology so a hybrid approach (Agile dev and waterfall delivery) is your only option.
Some of the things I do not cover in the webinar are that you will probably have to redefine your definition of done as it will be different for dev and for implementation and since waterfall stakeholders expect different documentation you will need to define this as well.
Embracing Agile can be very difficult on project management. First of all, you no longer manage a scope. In fact, you don't know how much scope you have. All you know if you have a fixed amount of time, divided into iterations or sprints.
Second of all, you have to get senior management to agree with delegated authority to the Scrums or teams. You can't have decisions needing to be run up the management pole for approvals.
There are other concerns, such as reporting progress but you can use velocity to substitute for percent complete. Saving Changes...
Paul Reed-PeckPMO Manager| SICPA SAVillars-Ste-Croix, Vaud, Switzerland
Thanks everyone for your replies and suggestions. In reality, convincing our customers to go with Agile delivery would be almost impossible, but I agree that this should be the starting point for becoming fully Agile with what we deliver.
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1 reply by Sergio Luis Conte
Oct 18, 2018 9:32 AM
Sergio Luis Conte
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Agile, by definition, is a way to think and behave with focus on client, value and quality. That implies to change the whole organization. So, at least you sell that as a service or solution to your customer it could be hard to convince to somebody.
Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Oct 18, 2018 4:34 AM
Replying to Paul Reed-Peck
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Thanks everyone for your replies and suggestions. In reality, convincing our customers to go with Agile delivery would be almost impossible, but I agree that this should be the starting point for becoming fully Agile with what we deliver.
Agile, by definition, is a way to think and behave with focus on client, value and quality. That implies to change the whole organization. So, at least you sell that as a service or solution to your customer it could be hard to convince to somebody.
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1 reply by Paul Reed-Peck
Oct 26, 2018 7:45 AM
Paul Reed-Peck
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Thanks Sergio, I absolutely agree with you. Hopefully we can make inroads in this area as a starting point towards becoming fully agile.
Saving Changes...
Paul Reed-PeckPMO Manager| SICPA SAVillars-Ste-Croix, Vaud, Switzerland
Oct 18, 2018 9:32 AM
Replying to Sergio Luis Conte
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Agile, by definition, is a way to think and behave with focus on client, value and quality. That implies to change the whole organization. So, at least you sell that as a service or solution to your customer it could be hard to convince to somebody.
Thanks Sergio, I absolutely agree with you. Hopefully we can make inroads in this area as a starting point towards becoming fully agile. Saving Changes...
I'm working on a "hybrid" project now. The organization is transitioning to Agile, but Waterfall was chosen for my project before it was launched. The Dev team is Agile. I simply manage the project using Waterfall and the Dev lead reports progress as if it were Waterfall. We completed requirements and got sign off before work started because the organization wanted it done that way. After sign off, it was all Agile. I track progress is MS Project, and do financials as if it were Waterfall. It's working well and we're delivering.
I've argued that you can take large Waterfall projects and decompose them into multiple Agile projects.
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1 reply by Paul Reed-Peck
Nov 02, 2018 9:25 AM
Paul Reed-Peck
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Hi Bob,
We're doing something similar as we incorporate the Agile deliverables into our waterfall project delivery. It isn't perfect and we certainly haven't become "fully Agile" yet, but with a bit of luck (and a lot of hard work) we will get there!
Saving Changes...
Tamer Zeyad SadiqAssistant Cost Manager| Turner & TownsendRiyadh, Ar Riyad, Saudi Arabia
