Integrating Agile in a Waterfall World

IT’S HARDHard for the teamHard for the sponsorsHard for the organization

Regence Blue Shield

Mission Statement Our mission is to eliminate the tyranny of healthcare

waste and confusion for our members and their families.

Washington, Oregon, Idaho, UtahEPMO ~170 PeopleAgile at Regence

No formal Agile approach Pockets of agile and all different Regence Agile Working Group

4 Corners

Very familia

r

Newbe

Novice

Beginner

• Agile• Predictive• Integration of both

compass

Overview

Spotting an Agile project in its natural habitat

Taming an Agile projectBringing an Agile project homeShowing your Agile project for fun and

profit 

Agile ProjectsPredictive Projects

Agile is best when… Known Problem Unknown Solution

Change is Good and Should be encouraged

Control is Dangerous and should be avoided

Predictive is best when… Known Problem Known Solution

Change is Dangerous and should be avoided or controlled

Control is Good and should be encouraged

Spotting an Agile Project

?

Agile PrinciplesPredicative Principles

Individuals & Interactions over Process & tools

Working software over Comprehensive Documentation

Collaboration over contract negotiation

Responding to change over following a plan

Plan the Work/ Work the Plan

Working for Predictable results.

Reduce & Control Change(Change= Risk)

Principles

Taming an Agile Project

Agile isn’t the wild westThe Agile Waterfall Continuum

Agile Predictive ?

Balancing Agility and Discipline

Personnel Skill Level Mostly Level 2 or 3 players – Mostly Level 1

Requirements Stability % change / Month (Low Change – High Change)

Culture No Tolerance for change – Change is normal

Team Size 300 - 3

Risk Life & Limb - Comfort

Hybrid Project Model

Enterprise Project Reporting - EPMO

Predictive Milestones sync with Sprints

Agile

Predictive elements - PMLong lead

e.g. Hardware

deployment

Enterprise Testing(UAT)

Agile Sprints - SMSoftware

DevelopmentSoftware Testing (Unit/Integration)

Real World Example

Brining your Agile Project Home

Integration with Predictive Portfolios Earned Value Status Reporting

?

Earned Value Calculation

Models of calculation % complete estimated 0 , 100% 0,50, 100% 0, 25, 50, 75, 100%

Burn down & Earned Value Nothing is perfect Look at a burn down chart & estimate

Problems Agile plans for scope change EV expects to control scope change

Reporting Project Status

Status Stop lights: Schedule

Velocity and Burn Down Budget

Staffing=Budget Scope

Nope Assumes change is bad

Executive sponsorship

Role of the Project Manager

?

What makes both successful

PeoplePeoplePeople

Predictive Agile

Transparency on the Web

Employer Reporting on the Web

High Company Risk

High ImportanceComplex Data

AnalysisComplex Org. SilosNo external project

dependencies

Low Company RiskHigh ImportanceLow data analysis

complexity

Lessons Learned

Employer Reporting

What I am doing differentEnd of the line project. Multiple external dependencies

Which is perfect for an agile project.