5. About Joseph PMP - AND – CSP Trainer and presenter Host of podcast “Today’s Thinking in Enterprise Agile” PM for major projects at Regence Transparency $8M-3yr Web project Recovery Projects – Projects in Danger HIPAA 5010 – $20M - 2.5 years EDI Upgrade & Federal Mandate 5 Scrum Teams ~100 Team members
6. About Regence 2.5 Million Lives 4 States (Washington, Oregon, Idaho, Utah) Coverage includes: individual and group Medical, dental, vision and life insurance, Medicare and other government programs, Pharmacy benefit management
Too many questions to go in depth. We will have to keep it short.
So you are mixing Agile and WaterfallWHY?!
First understand what you want to get our of agileWhy do you want to mix agile and waterfallOn the phone with the Sales team briefing them on the EBR project.It was one of my project recovery assignments. When I told them we would have monthly releases they literally applauded.
The CHALLENGE!!A big Why; Why is Agile different in an enterprise?APO Absent PO.PPO Plural PO.
The Envelope methodGet a few envelopes and put them one inside the other. Use this as a visual for the sessionUAT is in both Agile and predictive. Ideally all done in Agile but not there yet. Also might need to coordinate UAT with non agile projects this would be outside the sprints.
If I were to ask you what this is. Some of you might know. Why? Well I will tell you
Exec/ Directors and many managers don’t understand Agile. And to be honest They don’t care. empirical process and lean Fixed scope projects are really a myth. I have never been on a project that didn’t have changes. Changes = not FIXED scope.
Thought about this picture but I think it leaves the wrong impressionBurn rate is traditional Agile approach. Works in Product mgt. situationHelped out a little by using Velocity and burn up to calculate “end date” or “Estimated End Date”Agile EV is beyond the scope of this talk but there is such a thing. However it is very cutting edge, at least 3 versions that I found in my researchPoints estimated. My approach we are developing on my project.
PXM or PPM - Parallel Execution (or) Planning Method
If I were to ask you what this is. Some of you might know. Why? Well I will tell you
How many people have had to deal with % allocated people. People who were less than 100% on your project? Can anyone tell me why this is fatal to an agile project? - or if they aren’t active “If I were to ask you why this is fatal to an agile project, I bet you would say…”
I do not recommend trying to do agile with % allocated staff. It won’t work. You can not COMMIT to something if you are on production support. Contractors = DEV = IP walks at the end of the projectContractors = PROD = Slow response/Poor Customer Service
So how do you succeed in mixing agile and waterfall in your Enterprise. Understand that you are making an emulsion not a mixture.Prepare for your staffing by Never Stop succeed shaking!