7
Agile Practices for Waterfall Projects Shifting Processes for Competitive Advantage Barbee Davis, PMR PMI-ACR PHR J.ROSS PUBLISHING

Agile Practices for Waterfall Projects - GBV · iv Agile Practices for Waterfall Projects ... AccuRev Agile Sales Team 308 GVK's Mumbai, India Airport Project 308 The Sydney Opera

  • Upload
    dokhanh

  • View
    218

  • Download
    0

Embed Size (px)

Citation preview

Page 1: Agile Practices for Waterfall Projects - GBV · iv Agile Practices for Waterfall Projects ... AccuRev Agile Sales Team 308 GVK's Mumbai, India Airport Project 308 The Sydney Opera

Agile Practicesfor WaterfallProjects

Shifting Processes forCompetitive Advantage

Barbee Davis, PMR PMI-ACR PHR

J.ROSSP U B L I S H I N G

Page 2: Agile Practices for Waterfall Projects - GBV · iv Agile Practices for Waterfall Projects ... AccuRev Agile Sales Team 308 GVK's Mumbai, India Airport Project 308 The Sydney Opera

CONTENTS

Preface ixAbout the Author xi

Chapter 1: Why Agile Now? t. 1Three Current Project Questions 3Project Management Certifications : 5The Genesis of Project Management 6The Need for Change 8References 10

Chapter 2: What Is Agile? 11"Big Agile" and "little agile" 11Iterative and Incremental Development by a Dedicated Team 13Embracing Change 14Working Closely with Your Customer 16References 17

Chapter 3: Where Did Agile Ideas Originate? 19Frederick Taylor 19Frank and Lillian Galbraith , 21Henri Fayol , 22Henry Ford 23Henry Gantt 24Winston Royce 25Peter Drucker 25Eliyahu Goldratt., 26Abraham Maslow and Douglas McGregor 27James Reddin 29Hirotaka Takeuchi and Ikujiro Nonaka 29

Hi

Page 3: Agile Practices for Waterfall Projects - GBV · iv Agile Practices for Waterfall Projects ... AccuRev Agile Sales Team 308 GVK's Mumbai, India Airport Project 308 The Sydney Opera

iv Agile Practices for Waterfall Projects

Sakichi Toyoda, Kiichiro Toyoda, and Taiichi Ohno 30, References 35

Chapter 4: What Are Agile Practices and How Do They Work? 37Find Errors Early 41Prototyping 43Early Customer Involvement 45Agile vs. Waterfall 48Plan, Do, Check, Act 49References 53

Chapter 5: What Are Some More New Agile Concepts? .; 55Favor the Simple Over the Complex 55Phase-to-Phase Relationships 58The Non-Software Agile Process 59

v- User Stories 62Progressive Elaboration 67References 70

Chapter 6: Should My Projects Be Agile? 71Waterfall Process Candidates 74Agile Candidates 75The Agile Evaluator 77Hybrid Products 80The New Marketing Strategy 82The Google Car 83Hybrid Medical Devices 85The New Product or Service Measurements of Quality 88References 90

Chapter 7: How Does an Agile Team Get Started? 91Create Team Operating Rules 91Select Techniques to Reach Consensus 93Confirm Initiating Processes 95Planning Agile Work 96Iterative Development and Risk 97The Agile-ish WBS -. 98Moving User Stories Into Iterations 101

Chapter 8: How Do Agile Teams Estimate? 107Team Estimates 107The Fibonacci Sequence .: 108

Page 4: Agile Practices for Waterfall Projects - GBV · iv Agile Practices for Waterfall Projects ... AccuRev Agile Sales Team 308 GVK's Mumbai, India Airport Project 308 The Sydney Opera

Contents v

Planning Poker I l lTeam Estimation Game 113Dog Estimates 115T-shirt Sizes 115Selecting Tasks 115Tracking Agile Progress 116Daily Agile Stand-up Meetings 119References 122

Chapter 9: What Agile Tools Are Important? 123End-of-Iteration Practices 123Velocity 124Social Loafing ...:....f. 129Interacting with Traditional Teams 132Getting Started with Agile.., 133Iteration Time Breakdown '. 136References 138

Chapter 10: How Does Agile Scale to the Enterprise Level? 141One Backlog—One Team 141One Backlog—Mixed Teams 143One Backlog—Many Teams 144Multiple, Independent Product Backlogs 144Separate, But Cooperating Teams 146Collocated Teams 146

Chapter 11: How Do I Work With Distributed Teams? 151Distributed Teams •: 151Casual Conversations 154Story Cards 155Time Zones 156Language 156Communications Tools 158Work Tracking Tools 160Remote Daily Stand-ups 160Travel 161The Lone Expert 161References .:. 162

Chapter 12: What Do I Use for Agile Documentation? 163Earned Value Method 163Agile Earned Value 165

Page 5: Agile Practices for Waterfall Projects - GBV · iv Agile Practices for Waterfall Projects ... AccuRev Agile Sales Team 308 GVK's Mumbai, India Airport Project 308 The Sydney Opera

vi Agile Practices for Waterfall Projects

Software Documents 169Burndown Chart with Scope Changes 171Burnup Chart 174Cumulative Flow Diagram 174References 176

Chapter 13: What Needs to Change in My Own Skill Set? 177Self-managed Teams 177Collocated and Dedicated Teams 178Facilitation Skills 179Sales Skills 180Coordination Skills .1 181Collaboration Skills 181Team Building Skills 182Conflict Resolution Skills 182

x Training Skills ;:'.' 184Group Decision Making Skills 184Social Styles Skills 185Servant-Leader Skills , 192Millennium Management Skills 194Process Tailoring Skills ..7 199References 200

Chapter 14: What Needs To Change In My Business Skill Sets? 201Six Changes to Embrace 201Cost of Failure 203Aligning Projects to Strategic Objectives 205Maximizing Revenue Streams and Flexibility 208Handling Cancelled or Deferred Projects 211Agile Budgeting and Forecasting 212Actively Seeking New Technology 214Documenting Team Authority 218References 220

Chapter 15: What Shifts in Business Will Affect Me? 221Common Team Workspaces 222Design That Matters: Junkyard Incubators 225Microsoft Research Division: Space Design 226Steelcase, Inc.: Furnishings Design 226Skype: Virtual Space Design 227Explicit and Tacit Knowledge 228References 231

Page 6: Agile Practices for Waterfall Projects - GBV · iv Agile Practices for Waterfall Projects ... AccuRev Agile Sales Team 308 GVK's Mumbai, India Airport Project 308 The Sydney Opera

Contents vii

Chapter 16: What Changes Are Needed in My Organization? 233Authorization 234Resource Management 235Communications 236Metrics... 236Contracts 237High-level Involvement 244Cost Accounting and Other Reports 245Team Member Reactions .'. 247Radical Management Shifts 247The Growing Importance of Intangible Assets 249A Need for PMO Refocusing 1. 249A Change in Human Resources Practices 252References 254

Chapter 17: What Are Scrum, XP, and DSDM? 257Software Development 257Scrum 259Extreme Programming 264Dynamic Systems Development Method 270References 275

Chapter 18: What Are Lean, Kanban, Crystal, and OtherAgile Practices? 277

Lean Manufacturing : 277Kanban 278Toyota Production System 283Lean Software Development 284Rational Unified Process 284Crystal Methodologies 287Feature Driven Development 288References 290

Chapter 19: How Do I Jumpstart Change? '. 293Choosing a Pilot Project 293Train the Product Owner 294Sell Up, Down, and Sideways 294Talk the Talk 297Learn the Change Process 298References 300

Page 7: Agile Practices for Waterfall Projects - GBV · iv Agile Practices for Waterfall Projects ... AccuRev Agile Sales Team 308 GVK's Mumbai, India Airport Project 308 The Sydney Opera

viii Agile Practices for Waterfall Projects

Chapter 20: Who Has Made Agile Work? 301CH2M Hill's Rocky Flats Project 301Boeing's 787 Project 303The Kauffman Performing Arts Center Project 307AccuRev Agile Sales Team 308GVK's Mumbai, India Airport Project 308The Sydney Opera House Project 310References 312

Chapter 21: Parting Advice 315

Glossary 321

Index ". 333