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
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Safety
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Seth J. Norburg, SSM, PMP Speaker Biography •
Portfolio coordinator – Caterpillar, Inc. (Global Aftermarket, Marketing & Brand Division)
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Manages a team of program coordinators providing program management expertise and services to large corporate, strategic and digital initiatives
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Leads the deployment of agile methodology and processes for the global program management team
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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
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Global Program Management (GPM) Team
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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
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Recognizing the Need for Change The Base Case “We need a greater sense of the importance of rapid response and meeting deadlines.”
“We need to provide a better understanding of the major software strategy changes associated with software releases.”
“Software development is clearly a bottleneck. We need to do this better, faster, and with fewer defects.”
“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
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Recognizing the Need for Change The Base Case “It drives the correct conversations.”
“More collaboration on priority and timing!”
“Agile has … helped us keep our head above water.”
“It drives scheduled software release dates and helps to uphold these commitments.”
More Efficient Development
Source: 2010 Customer Survey as reported in Agile Mindset & Practices Training for Caterpillar Training Class Companion Book – Page 7
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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
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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
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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
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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?
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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?
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Scope
Fixed Cost
Time
Agile Waterfall
Cost
Time Flexible
Scope
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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)
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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
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Similar Principles Two Things to Agree On
Regardless if it’s agile or waterfall, it’s about working with people.
Strategy
PM - Collaboration
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Hybrid Prototype Program
2016
Aug
Deploy 0.2
Deploy 0.4
Oct 11
Nov 8
Deploy 0.3
Deploy 0.5
Deploy 0.6
Sep 21
Oct 25
Nov 22
Dec 23
Sep
Oct
Nov
Dec
2017
Feb
Mar
2017
Sprints
Aug 8 - Sep 21
App Development 0.2
Aug 31 - Oct 11
App Development 0.3
Sep 15 - Oct 25
App Development 0.4
Sep 29 - Nov 8
App Development 0.5
Oct 13 - Nov 22
App Development 0.6
IT Integration
Dec 8
Deploy 0.1
App Development 0.1
Coverage Plan Developed
Executive Stakeholder Mtg
Nov 10 - Jan 4
Aug 1 - Sep 7
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
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Finding the Right Balance All Agile? All Waterfall? Or Both?
• Why Hybrid? – Sprint planning – Milestone tracking – Stakeholder report outs – Flexibility
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Finding the Right Balance All Agile? All Waterfall? Or Both?
• Interest stimulated agile overall • Agile transformations discussions • Agile goals developed
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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.
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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
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Implementing Agile Creating a Dynamic PMO
• Goals set with leadership • Cross-functional team formed
• Agile methodology utilized for deployment
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Implementing Agile Creating a Dynamic PMO
• Three key elements to implementation: – Education/training – Tools – Rollout to business partners
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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
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Implementing Agile Three Key Elements – Education
• Team leader was identified to champion the use of agile
• Developed and proposed a
Agile Transformation
curriculum for agile education • Became a SAFe® program consultant
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Implementing Agile Three Key Elements - Education
Agile Foundation
SAFe® Scrum Master
PMI-ACP®/ SAFe® Adv Scrum Master
SAFe® Program Consultant
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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
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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
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Implementing Agile 3 Key Elements - Tools
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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
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Example Model of Agile Portfolio Management Agile Portfolio Management Governance
Business Partners Business Partners
Meeting – Prioritize Portfolio Backlog
Charters Project Filter
Prioritized Backlog of Epics epic 1
Scrum Master Coaching
Scrum Team
Scrum Team
Scrum Team
Scrum Team
Scrum Team
Scrum Team
Scrum Team
Scrum Team
Scrum Team
Scrum Team
Scrum Team
Scrum Team
epic 2
Business Partners
epic 3 epic 4 epic 5 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®
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Scrum Master Services Scrum Artifacts
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1. Product backlog 2. Sprint backlog
User Story
Product Owner Scrum Master Developer s Stakeholders
Scrum Team
Inspect
Daily Scrum
Product Backlog User Story
3. Product increment
Sprint
User Story
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User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story
User Story User Story User Story User Story
Sprint Backlog
User Story
User Story
Adapt
Sprint Planning
Sprint Execution
3 Product Increment Inspect
Inspect
Sprint Retrospective
Sprint Reveal Adapt
Adapt User Story
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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
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Implementing Agile Going Forward
• Education/training is key
• Demand continues to grow • Mitigating resistance
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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
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Global Program Management Service Offerings
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Project management support: waterfall
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Portfolio/program management support: waterfall
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Scrum Master support
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Agile program/portfolio management support: SAFe®
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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
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Now What?
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Special Thanks • Niel Magsombol, SPC4, SSM (SAFe® Program Consultant, Scrum Master), PMP – Team leader and agile champion for GPM • Entire GPM team
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Questions?
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Contact
https://www.linkedin.com/in/sethnorburg
[email protected]
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