Waterfall, Agile & Scaling Agile Dvir Zohar – Simple CEO Dvir@SimpleDO.co.il Think Simple, Run Faster

of “Agile Firms” implement also Scaling Agile Bottom Line Deloitte survey 2016 82% of “Agile Firms” implement also Scaling Agile

Achieved Goals in Budget, in Time Bottom Line (2) Method Achieved Goals in Budget, in Time Achieved Goals Failed Agile 39% 52% 9% Waterfall 11% 60% 29% Standish report 2011-2015, over 10,000 technology projects

The Waterfall Concept Based on many years of experience “Do it right the first time” Long term view – Planning, SRS, DR’s, risk management… Time

PMBOK Matrix - Implementation Requires Discipline Knowledge Area Processes Initiating Process Group Planning Process Group Executing Process Group Monitoring &Controlling Process Group Closing Process Group Project Integration Management 4.1 Develop Project Charter 4.2 Develop Project Management Plan 4.3 Direct and Manage Project Execution 4.4 Monitor and Control Project Work 4.5 Perform Integrated Change Control 4.6 Close Project or Phase Project Scope Management 5.1 Collect Requirements 5.2 Define Scope 5.3 Create WBS 5.4 Verify Scope 5.5 Control Scope Project Time Management 6.1 Define Activities 6.2 Sequence Activities 6.3 Estimate Activity Resources 6.4 Estimate Activity Durations 6.5 Develop Schedule 6.6 Control Schedule Project Cost Management 7.1 Estimate Costs 7.2 Determine Budget 7.3 Control Costs Project Quality Management 8.1 Plan Quality 8.2 Perform Quality Assurance 8.3 Perform Quality Control Project Human Resource Management 9.1 Develop Human Resource Plan 9.2 Acquire Project Team 9.3 Develop Project Team 9.4 Manage Project Team Project Communications Management 10.1 Identify Stakeholders 10.2 Plan Communications 10.3 Distribute Information 10.4 Manage Stakeholders Expectations 10.5 Report Performance Project Risk Management 11.1 Plan Risk Management 11.2 Identify Risks 11.3 Perform Qualitative Risk Analysis 11.4 Perform Quantitative Risk Analysis 11.5 Plan Risk Responses 11.6 Monitor and Control Risks Project Procurement Management 12.1 Plan Procurements 12.2 Conduct Procurements 12.3 Administer Procurements 12.4 Close Procurements

Change – The only sure thing You can’t think of everything Agile Drivers Quality (90’s) Vs. TTM (2000’s) 1 Complexity 2 Change – The only sure thing 3 Complexity TTM You can’t think of everything

Agile Principles Happy customer – Value management, Feedback Quantum mind set – Small iterations, Early values Projects are about people - Many variables, motivation Keep it simple

Agile Manifesto (2001) Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan

SCRUM Scrum teams SPRINT – a focused effort for 7-30 days period Broadband Access Division SCRUM Scrum teams SPRINT – a focused effort for 7-30 days period Sprint backlog – constantly reprioritized Do Check Adjust Plan PDCA

SCRUM Elements New Roles Ceremonies Simple Control Product Owner Broadband Access Division SCRUM Elements New Roles Product Owner Scrum Master Ceremonies Sprint planning Daily standup meeting Retrospective Simple Control Boards Backlog burndown

Implemented Elements

Agile for HW-SW Development Customer Short term iterations (Simulation, early prototypes, Sprints) People engagement (Scrum ceremonies) Simplicity (boards, planning) Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan HW-SW-QA Scrum teams

SCALING AGILE Lean, Fast, Agile Scrum Team Scrum Team Scrum Team

Scaling Agile Main Topics Realistic commitment Visibility for management Large programs Changes in portfolio Resource load & Bottle necks Sub contractors Knowledge transfer

The SCALING AGILE Organization PM, PO, PMO, System Strategic Management Tactic Management Visibility Scrum Team Scrum Team Scrum Team Scrum Team

Scaling Agile Frameworks SoS 27% LeSS SAFe 23% Spotify Model Scrum @ Scale DaD

SAFe -Three Levels of Management Expand one level You can see that it's organized around teams—teams are the fundamental construct. Teams are the goose that lay our Agile golden egg, and we want to create teams and help them be and stay incented to do their best work. The Program Level, where a group of Agile Teams work together to deliver a larger solution, is indicated here. And of course the Customer is part of our Solution. This larger structure in the middle is the Agile Release Train, which I'll come back to in a second. The Agile Release Train is the organizational construct—typically virtual—that delivers solutions. ------ [Note: It is helpful to point out where each of the bolded items above are located on the slide when speaking to them.]

Program Increment (PI) Planning (Every 8-12 weeks)

Synchronizes with PI Planning

Spotify Model Since 2008 100M Users $2B Sales -$200M Profit 8.5B$ Value (2015) 1600 Employees

Organization of STARTUPS

SQUADs Mini STARTUP Focus mission SCRUM Minimize the dependencies

TRIBE Mini company Squads with common missions Till 100 employees

Chapter & Guilds

Simple Tools Simple Tools Collaboration Visibility Jira MS Project Users Tool 30,000,000 Jira 22,000,000 MS Project 15,000,000 BaseCamp 2,500,000 Podio 1,700,000 TeamWork Trello 1,500,000 Smartsheet 1,300,000 Wrike 1,250,000 VersionOne 1,200,000 Zoho Simple Tools Collaboration Visibility 2015

But transformation is … Agile is simple But transformation is …

1st Move: Steering Committee Vision, Road Map Leaders Workshops, Iterations Change Management

Most companies decided (had) to implement AGILE Broadband Access Division Fast, Agile, Lean Most companies decided (had) to implement AGILE you should start

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