Waterfall to Agile: Flipping the Switch · Waterfall to Agile. It is an analysis of team dynamics if you are considering to switch or have already switched. The ... Waterfall vs

Waterfall to Agile: Flipping the Switch

Bhushan Gupta

Nike Inc.

October 9, 2012

Disclaimer

This presentation is This presentation is NOTNOT a a recommendationrecommendation to switch from to switch from Waterfall to Agile. It is an analysis of team dynamics if you Waterfall to Agile. It is an analysis of team dynamics if you are considering to switch or have already switched. The are considering to switch or have already switched. The author would like to share his experiences which you may author would like to share his experiences which you may find helpful in making the change decision.find helpful in making the change decision.

Bhushan Gupta, Nike Inc., bhushan.gupta@nike,.com Bhushan Gupta, Nike Inc., bhushan.gupta@nike,.com

Agenda

� Comparison between Waterfall and Agile� Personality - Types vs. Traits� Role changes for team players� Making the transition � ConclusionsConclusions� Q&A


Waterfall vs. Agile

WaterfallWaterfall�� Big Bang ApproachBig Bang Approach�� Well planned Well planned

checkpoints and checkpoints and MilestonesMilestones

�� Planned but limited Planned but limited

AgileAgile�� Incremental ApproachIncremental Approach�� Planned iterationsPlanned iterations

�� OnOn--going customer going customer interactionsinteractions�� Planned but limited Planned but limited

customer interactionscustomer interactions�� Throw code over the Throw code over the

wall to QAwall to QA�� Break the codeBreak the code�� Gold plating Gold plating –– adding adding

bells and whistlesbells and whistles

interactionsinteractions�� Lets work together with Lets work together with

QA engineersQA engineers

�� Help them fix itHelp them fix it�� Get more story pointsGet more story points


Goal of a Software Delivery Team

Deliver a software product with intended Deliver a software product with intended qualityquality on a planned on a planned scheduleschedule that meets a predefined that meets a predefined scopescope using allocated using allocated resourcesresources..

Scope


ResourcesSchedule

Quality

TEAM

The Change Process

Adaptation Adaptation –– team has team has decided to changedecided to change�� Changing overtime Changing overtime �� Changing overnightChanging overnight

Mandate Mandate –– management management has forced the changehas forced the change�� Changing OvernightChanging Overnight

External Entities

Bhushan Gupta, Nike Inc., Bhushan Gupta, Nike Inc., bhushan.gupta@nike,.combhushan.gupta@nike,.com

External EntitiesVendors, Service Providers

Change Preparation

TrainingTraining�� normally fast pace, a few daysnormally fast pace, a few days�� How to build epics, stories, backlog prioritization, toolsHow to build epics, stories, backlog prioritization, tools�� Some high level processesSome high level processes

What gets overlooked? What gets overlooked?

The team dynamics.The team dynamics.The team dynamics.The team dynamics.


Personality Types – Type A and Type B

• Achievement oriented• Impatient

• Easy going• Relaxed


Personality Traits

Grouping by tendencies:Grouping by tendencies:

�� Neuroticism Neuroticism –– experience unpleasant emotions easilyexperience unpleasant emotions easily�� Extraversion Extraversion –– seek simulation and enjoy companyseek simulation and enjoy company�� Conscientiousness Conscientiousness –– selfself--discipline, competence, organizeddiscipline, competence, organizedConscientiousness Conscientiousness –– selfself--discipline, competence, organizeddiscipline, competence, organized�� Agreeableness Agreeableness –– compassionate towards otherscompassionate towards others�� Openness to Experience Openness to Experience –– enjoy new experience and Ideasenjoy new experience and Ideas�� Cognitive Cognitive –– analytical, abstract level thinkinganalytical, abstract level thinking


Key Players in Software Development

�� CustomerCustomer�� Product Owner (Product Owner (equivalent to Marketing Managerequivalent to Marketing Manager))�� Scrum Master (Scrum Master (equivalent of Project/Program Managerequivalent of Project/Program Manager))�� Development TeamDevelopment TeamDevelopment TeamDevelopment Team�� Quality Assurance Team Quality Assurance Team �� Build and Deployment TeamBuild and Deployment Team


AgileProvide prioritized storiesFor each iteration:

•Provide acceptancecriteria

•Validate test approach/testscenarios

Team Transition – Customer/Customer Surrogate

WaterfallWaterfall�� Provide and align on Provide and align on

requirementsrequirements�� Accept productAccept product�� Undergo trainingUndergo training

Product Owner+

Scrum Master

scenarios•Accept release•Undergo training


Surrogate

Driver+

Analytical

AgileDeliver value in each iteration: •Align/Adjust backlog•Be cognizant of customer

perspective

Team Transition – Product Owner

WaterfallWaterfall�� Facilitate requirements Facilitate requirements

gatheringgathering�� Assure requirements Assure requirements

understandingunderstanding�� Finalize product Finalize product

requirementsrequirements�� Assure deliveryAssure delivery


Type A

ExtraversionConscientiousness

Agreeableness

AgileOrchestrate high value deliveryUnderstand business and

technical issue Be able to remove road blocksMaintain trusting relationship

Team Transition – Scrum Master (the BACKBONE)

WaterfallWaterfall�� Manage scheduleManage schedule�� Achieve checkpoints Achieve checkpoints

and milestonesand milestones�� Assure deliveryAssure delivery(Project / Program (Project / Program Maintain trusting relationship(Project / Program (Project / Program

Manager)Manager)


ExtraversionConscientiousnessAgreeablenessOpenness Humble and trusting

Agile•Develop product one story at a

time•Design / refactor as often as

necessary•Collaborate with others to

produce a quality story•Strive for story point and not

Team Transition – Development Team

WaterfallWaterfall�� Architect / design to Architect / design to

requirementsrequirements�� Code to requirementsCode to requirements�� Add bells and whistlesAdd bells and whistles •Strive for story point and not

for bells and whistles•Integrate often


Neuroticism: LowExtraversion: MediumConscientiousness: MediumOpenness To Experience: HighCognitive Capability: HighAgreeableness : High

Extraversion: HighOpenness : HighConscientiousness: Very HighCognition: High

Agile•Understand each story – one

story at a time•Develop test cases from

acceptance criteria•Test story and submit defects•Support defect resolution

Team Transition – Quality Assurance Team

WaterfallWaterfall�� Write test plan Write test plan �� Develop test CaseDevelop test Case�� Test and submit Test and submit

defectsdefectsAssess quality Assess quality •Support defect resolution

•Collaborate with development team



Extraversion: Very HighOpenness : Very HighAgreeableness: High

�� Assess quality Assess quality

AgileBuild and Deploy in each sprintShorter time to get it right Consistency and repeatability Highly

Team Transition – Build and Deployment

WaterfallWaterfall�� BingBing--Bang ApproachBang Approach�� Get it right in a short Get it right in a short

timetime

repeatability Highly Automated



Extraversion: MediumCognitive capability: Very highConscientiousness: MediumAgreeableness: Very High

Making Transition – Evaluate Need and Potential

�� Return on InvestmentReturn on Investment�� Reduced costReduced cost�� Shorter ScheduleShorter Schedule�� Better QualityBetter Quality�� Magnitude of DeltaMagnitude of Delta

�� Speed of Transition Speed of Transition �� Speed of Transition Speed of Transition �� Adaptation vs. Total ImmersionAdaptation vs. Total Immersion


Evaluate Team Characteristics

Peer Peer EvaluationEvaluationCommitment to Change Commitment to Change –– Pushback, Passive Resistance Pushback, Passive Resistance


Cognitive

Conscientious

Extraversion Openness

Agreeable

Making Transition

�� Management Understands Change ImpactManagement Understands Change Impact�� Mentoring and Coaching available until change has taken a Mentoring and Coaching available until change has taken a

holdhold�� External entities are committed to support the changeExternal entities are committed to support the change�� Measuring Success Measuring Success ––

�� Reduced resistanceReduced resistanceActive participation in ScrumActive participation in Scrum�� Active participation in ScrumActive participation in Scrum

�� Genuine effort level Genuine effort level


Conclusion

�� Waterfall and Agile development methodologies are vastly Waterfall and Agile development methodologies are vastly differentdifferent

�� Switch only if there is an ROISwitch only if there is an ROI�� Consider adaptation as opposed to immersion if possibleConsider adaptation as opposed to immersion if possible�� Team needs to posses certain characteristics to make agile Team needs to posses certain characteristics to make agile

successfulsuccessfulTeam should evaluate itself and make an effort to have right Team should evaluate itself and make an effort to have right �� Team should evaluate itself and make an effort to have right Team should evaluate itself and make an effort to have right individuals in the key rolesindividuals in the key roles

�� Personal changes will be requiredPersonal changes will be required�� Measure successMeasure success


Thanks!Thanks!

Q&A

Thanks!Thanks!Questions?Questions?


Documents

Waterfall to Agile: Flipping the Switch · Waterfall to Agile. It is an analysis of team dynamics if you are considering to switch or have already switched. The ... Waterfall vs