HOUSTON, TX, USA 5 8 NOVEMBER 2017 #PMOSym PMO17BR201 Caterpillar s Next Step: Implementing Agile in a Waterfall World Seth J. Norburg, PMP, Portfolio Coordinator Caterpillar
Agenda Safety and Introductions Recognizing the Need for Change: Challenging the Status Quo Finding the Right Balance: All Agile? All Waterfall? Or Both? Implementing Agile: Creating a Dynamic PMO Q&A 2
Safety 3
Seth J. Norburg, SSM, PMP Speaker Biography Portfolio coordinator Caterpillar, Inc. (Global Aftermarket, Marketing & Brand Division) Manages a team of program coordinators providing program management expertise and services to large corporate, strategic and digital initiatives Leads the deployment of agile methodology and processes for the global program management team Was a pro bono project management consultant for the Children s Home Association of Illinois; Recipient of the 2016 PMIEF Community Advancement Through Project Management Award in the Corporate Category 4
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Global Program Management (GPM) Team 6
Learning Objectives Identify/recognize the challenges/lessons learned implementing agile in a waterfall environment Understand the hybrid model and its application to projects Provide recommendations for strategies to develop agile talent/expertise within teams
Recognizing the Need for Change The Base Case EPA Tier 3/Tier 4 facilitated the creation of several PMO teams within Caterpillar in the early 2000s Waterfall-based methodology Status quo for 10 years 9
Recognizing the Need for Change The Base Case We need a greater sense of the importance of rapid response and meeting deadlines. Software development is clearly a bottleneck. We need to do this better, faster, and with fewer defects. We need to provide a better understanding of the major software strategy changes associated with software releases. Improve software development velocity. They need to feel the sense of urgency. Source: 2010 Customer Survey as reported in Agile Mindset & Practices Training for Caterpillar Training Class Companion Book Page 7 10
Recognizing the Need for Change The Base Case More collaboration on priority and timing! It drives the correct conversations. Agile has helped us keep our head above water. More Efficient Development It drives scheduled software release dates and helps to uphold these commitments. Source: 2010 Customer Survey as reported in Agile Mindset & Practices Training for Caterpillar Training Class Companion Book Page 7 11
Recognizing the Need for Change The Base Case GPM began its agile journey in 2015 Agreed to support an agile project with little to no experience The result was a disaster EPIC FAILURE 12
Recognizing the Need for Change The Base Case A lessons-learned review yielded several recommendations: 1. Expand knowledge of agile 2. Research agile 3. Expand opportunities 13
Recognizing the Need for Change The Burning Platform GPM expanded support to digital in 2015 Scope creep was rampant, with frequently changing project requirements Agile was known, but not widely employed 14
Recognizing the Need for Change The Burning Platform If we use agile, we no longer need to meet deadlines. Our project is too big for agile. We cannot use agile unless we are co-located. We don t need a plan in agile We are not executing an IT project, so agile is not applicable. 15
Recognizing the Need for Change The Burning Platform To foster change, GPM focused on the following: Education Change management Flexible service offerings But what service offerings are the right ones? 16
Finding the Right Balance All Agile? All Waterfall? Or Both? Which method is right? Should we adopt one overarching method? Can agile and waterfall work together? 19
Scope Fixed Cost Time Agile Waterfall Cost Time Flexible Scope 20
Similar Principles Two Things to Agree on Though agile is known for its iterations, A Guide to the Project Management Body of Knowledge (PMBOK Guide) Fifth Edition talks about progressive elaboration: Indicating that planning and documentation are iterative and ongoing activities (PMBOK Guide, Section 3.4) 21
Similar Principles Two Things to Agree On Though agile is also known for collaboration, the PMBOK Guide states: The project manager also works closely and in collaboration with other roles the project manager becomes the link between the strategy and the team. (PMBOK Guide, page 17) Strategy PM - Collaboration 22
Similar Principles Two Things to Agree On Regardless if it s agile or waterfall, it s about working with people. Strategy PM - Collaboration 23
Hybrid Prototype Program Deploy 0.2 Oct 11 Deploy 0.4 Nov 8 Executive Stakeholder Mtg Dec 8 Deploy 0.1 Deploy 0.3 Deploy 0.5 Deploy 0.6 Sep 21 Oct 25 Nov 22 Dec 23 2016 Aug Sep Oct Nov Dec 2017 Feb Mar 2017 App Development 0.1 Aug 8 - Sep 21 Sprints App Development 0.2 App Development 0.3 App Development 0.4 Aug 31 - Oct 11 Sep 15 - Oct 25 Sep 29 - Nov 8 App Development 0.5 Oct 13 - Nov 22 App Development 0.6 Nov 10 - Jan 4 Coverage Plan Developed Aug 1 - Sep 7 IT Integration Aug 1 - Oct 28 Authoring Prod Process Aug 1 - Mar 31 Commercial Strategy Developed Oct 25 - Mar 31
Milestones Contained Sets of User Stories/ Features Per Sprint 0.1 0.2 0.3 0.4 0.5 0.6 User Story 0.1A User Story 0.2C User Story 0.3E User Story 0.4F User Story 0.5H User Story 0.6J User Story 0.1B User Story 0.2D User Story 0.3F User Story 0.4G User Story 0.5I User Story 0.6K 25
Finding the Right Balance All Agile? All Waterfall? Or Both? Why Hybrid? Sprint planning Milestone tracking Stakeholder report outs Flexibility 26
Finding the Right Balance All Agile? All Waterfall? Or Both? Interest stimulated agile overall Agile transformations discussions Agile goals developed 27
Finding the Right Balance All Agile? All Waterfall? Or Both? With this excitement, came a question: What type of agile methodology does one use? Scrum? SAFe Scrum? Kanban? Etc. 28
Finding the Right Balance All Agile? All Waterfall? Or Both? SAFe Agile Based on lean/agile principles Espouses three methodologies: Scrum, Kanban, XP Agile portfolio and program management Scalability Adaptability 29
Implementing Agile Creating a Dynamic PMO Goals set with leadership Cross-functional team formed Agile methodology utilized for deployment 33
Implementing Agile Creating a Dynamic PMO Three key elements to implementation: Education/training Tools Rollout to business partners 34
Implementing Agile Three Key Elements - Education Developed and devised an education strategy that involved the following: Identifying Individuals to champion agile Developing a comprehensive agile curriculum Recruiting team members with agile expertise 35
Implementing Agile Three Key Elements Education Team leader was identified to champion the use of agile Developed and proposed a curriculum for agile education Became a SAFe program consultant Agile Transformation 36
Implementing Agile Three Key Elements - Education Agile Foundation SAFe Scrum Master PMI-ACP / SAFe Adv Scrum Master SAFe Program Consultant 37
Implementing Agile Three Key Elements Tools Traditional project management tools do not lend themselves to agile A new tool was needed to facilitate the new methodology 38
Implementing Agile Three Key Elements - Tools Microsoft Visual Studio Team Services (VSTS) Allows team to enter epics, features, stories, tasks Tasks can be updated/assigned on a regular basis Cloud based/cost effective 39
Implementing Agile 3 Key Elements - Tools 40
Implementing Agile Three Key Elements Rollout to Business Partners Goals of the rollout: Pilot agile services Gauge resistance/education needs Develop future opportunities for growth 41
Example Model of Agile Portfolio Management Business Partners Agile Portfolio Management Governance Meeting Prioritize Portfolio Backlog Scrum Team Scrum Master Coaching Scrum Team Scrum Team Scrum Team Business Partners Charters Project Filter Prioritized Backlog of Epics epic 1 Scrum Team Scrum Team Scrum Team Scrum Team epic 2 Business Partners epic 3 epic 4 epic 5 Scrum Team Scrum Team Scrum Team Scrum Team epic 6 epic 7
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Implementing Agile Three Key Elements Rollout to Business Partners Provided the following for agile transformation project Input re: methodologies Input for agile leadership training Agile coach for pilot project Training on SAFe 44
Scrum Master Services Scrum Artifacts 1. Product backlog 2. Sprint backlog 3. Product increment 1 Product Backlog User Story User Story User Story User Story User Story User Story 2 Sprint Planning Sprint Backlog User Story User Story User Story Sprint User Story User Story User Story User Story Sprint Execution Inspect Daily Scrum Adapt 3 Product Increment Product Owner Scrum Master Developer s Stakeholders Scrum Team User Story User Story User Story User Story User Story Inspect Sprint Retrospective Adapt Inspect Sprint Reveal Adapt 45
Implementing Agile Three Key Elements Rollout to Business Partners Finally, the overall strategy was presented to GPM leadership for feedback, and the response was positive There was a massive amount of interest in the work to date, and many teams are now requesting SAFe Scrum training 46
Implementing Agile Going Forward Education/training is key Demand continues to grow Mitigating resistance 47
Recruiting Going Forward Intentional effort made to recruit individuals with the following qualities: Cross-functional experience in both waterfall and agile Great initiative Willing to learn Out-of-the-box thinker 48
Global Program Management Service Offerings Project management support: waterfall Portfolio/program management support: waterfall Scrum Master support Agile program/portfolio management support: SAFe 53
Conclusion Transforming the Mindset Through developing a robust model, educational curriculum and a team vision, GPM began the process of implementing agile in a purely waterfall world The transition isn t easy, as it requires a total mindset change. However, our efforts are helping team members to understand the benefits of when/where to use agile, waterfall or both 54
Now What? 55
Special Thanks Niel Magsombol, SPC4, SSM (SAFe Program Consultant, Scrum Master), PMP Team leader and agile champion for GPM Entire GPM team 56
Questions? 57
Contact https://www.linkedin.com/in/sethnorburg Norburg_Seth@cat.com 58