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If you target to use a methodology in a purpose to have the best possible output in a way of competition, then I would like to read some of your experience with it.
"And sometimes we use a combination of both, like if we develop a base product using waterfall but then customize it using agile."
As we know some cons and pros of agile approach, then we should be aware to use agile along with the delivery contract, where deadline is specified.
Usually when we see a deadline on the contract, its means a big NO to involve an agile tooling. But ... To stay solid,add a value and stay competitive there is always a place for some custom features developed for the customer. So we put it inside the scope to get a contract in a purpose to develop it in time.
Could somebody share some experience with the waterfall project which include development (developed feature is in the scope)? As we well know, development always take some risks with the time and delivery estimation. In that case it could affect contract delivery term hardly. Could somebody describe this kind of hybrid approach? How do you react if development ruining your waterfall project plan?
Specially in Europe, customers are not so open to do an IT solution delivery project with indistinct delivery term (not specified in contract).
I love the lesson learned: take risks early on. We should take that to heart in our projects.
Looks like most commentators agree its about choosing the right approach for each project. One thing I've noticed in recent years is a growing awareness in the industry that the various methodologies, approaches and tools are just that - things we can use to make sense of a project. I've found, as my experience grows, I make judgement calls as I go about which to use. My bottom line is doing the least I need to do to run a project safely as most people around me aren't project trained so find the process and jargon a barrier. I tend to plan in stages and apply an appropriate approach for each stage - whether 'waterfalled' or 'iterative' or a bit of both.
I've also noticed PMI's recent work in the soft-skills space and I've found that no matter what tools, plans, documents etc I use, its all about the people and relationships. I've worked with thorough project managers who struggle to relate well with others, and so depsite having a well-planned project they have problems delivering.
I've been in charge of IT areas, national level system administration, development and support for public/government agency... I can share that the methodology depends on a few factors, which are: Time, budget, political relevancy.
Time is always the main factor because there are sometime projects that have to be done for yesterday and you were notified 5 minutes ago, there is no personnel to spare and there needs to be a result ASAP. In this case you can only do a basic WBS (with emphasis on deliveries) and sort of follow it as your project plan, then at the end document retrospectively and start a project to tune up the result. (Horrible but all too common), so you can adapt agile... or even shorten it.
Budget is a headache for many projects, and sometimes you need to deliver a result with only 2 bus tickets and 1 shoestring. int his case waterfall works a bit better if you also pass on the allocation of the shoestring.
And the bane of government projects: Political relevance. This is probably topic for controversy, but teams in many countries, specially those working for governments know this projects are ordered, are prone to change, and are of course urgent. For this, considering SDLC as base works well, scrum in particular is often used just to ensure the new random changes are implemented.
Has anyone tried to use SAFe framework and I'd love to know your experience? Thank you
Simple or simplistic answer:
If the scope/requirements are stable and periodic demos/reviews with the end users/customers are not needed, then Waterfall would do nicely.
If the scope/requirements are fluid and expected to change frequently during the project, and/or the project has a high level of risk (technical or otherwise), then agile or hybrid could be a better approach.
Of course, the delivery framework will depend on the organization's/team's capacity/capability to properly execute with agility.
Although I advocate for the right tool for the right job approach, it does pose a challenge when reporting from different forms of datasets and interpreting the information at the executive level. This approach can work in mature organizations that have figured out how to execute efficiently using the most appropriate tools and enable standardized visibility into performance of projects and portfolios.
Fantastic and a very inspirational leader, many congratulations to the CTO! In the future it would be really great to have a more in-depth podcast perhaps that highlights in details the challenges the CTO, thanks for sharing this thread Aaron!
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