1. Waterfall, Agile & Scaling Agile
Dvir Zohar – Simple CEO
Think Simple, Run Faster

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

3. 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 , over 10,000 technology projects

4. 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

5. 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

6. 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

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

8. 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

9. 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

10. 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

11. Implemented Elements

12. 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

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

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

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

16. Scaling Agile Frameworks
SoS
27%
LeSS
SAFe
23%
Spotify Model
Scale
DaD

17. 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.
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[Note: It is helpful to point out where each of the bolded items above are located on the slide when speaking to them.]

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

19. Synchronizes with PI Planning

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

21. Organization of STARTUPS

22. SQUADs
Mini STARTUP
Focus mission
SCRUM
Minimize the dependencies

23. TRIBE
Mini company
Squads with common missions
Till 100 employees

24. Chapter & Guilds

25. 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

26. But transformation is …
Agile is simple
But transformation is …

27. 1st Move: Steering Committee
Vision, Road Map
Leaders Workshops, Iterations
Change Management

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

29. Thanks !