Water-Agile-Fall methodology and NAV implementation

Aleksandar Totovic, MVPERP Consulting, CEO

Speaker Introduction

• Aleksandar Totovic• Developer and Consultant with Accounting Software from 1992• ERP Consultant from 1996• NAV Consultant and Project Manager from 2004

• Awards• MVP since 2014• Community Champion – Convergence EMEA 2014

Speaker Introduction

25+ How Do I Videos aboutTechnical and Functional Features

2 Official Courses – NAV20154 Official Courses – NAV2016

NAV 2016 Exams Co-author andCommittee Member

Project Management Premises

• Waterfall Methodology is bad and obsolete• Only Agile is the right thing – no discussion• All unsuccessful projects didn’t based on Agile principles

• Whether it is just so?

Agenda

• The basic agile principles• The basic waterfall principles• Why and when to combine?• How to combine?

The Basic Agile Principles

• Creating quality, working deliverables• That provide the highest possible business value• Whilst reducing the risk of failure

• Based on iterative and incremental development• Focus on keeping code simple and testing often• Continuous delivering and shorten delivery time• Enable to collect feedback on early stages• …

Some Agile Methodologies

• SCRUM• More prescriptive• Constraints as sprints, burndown

charts, cross functional team• Prescribed roles• Change has to wait next sprint• Retrospective meetings• …

• KANBAN• There is no prescribed iteration• It is continuous; cross functional

team is option• No defined roles• Change can be done any time• No retrospective meetings• … TO DO ON GOING DONE

The Basic Scrum PrinciplesWhat’s worked yesterday

1

What I’ll work today2

Issues?3

The Basic Waterfall Principles

• Phase by phase; second phase after first is finished…• Testing after development is finished…

• Creating quality, working deliverables?• That provide the highest possible business value?• Whilst reducing the risk of failure??!

The Basic Waterfall Principles

• Microsoft Dynamics Sure Step• Long delivery cycle with separate testing phase?• Requirements with no change?! (Change requests)• Development method is linear and sequential• Once a phase is completed, moves to the next phase• …

Analysis Design Development Deployment Operation Maintenance

But Project is…

• Project Characteristics:• Unique• Temporary

• Project Definition:• A temporary endeavor undertaken to create a unique product, service, or

result.• We cannot make only one model for all projects!• Project Pressures: Uncertainty, Risk, Urgency, Integration needs, Cost

constraints

Water-Scrum-Fall and NAV

Analysis Design Development Deployment Operation Maintenance

• Marriage of Agile and Waterfall methods• The two methods are fundamentally very different• Lead to benefits that cannot be achieved by using a single method

Why and When?

• Why?• Shorten design, development and planning, but define project frames• Be compliance by the standards• Results more collaborations

• When?• We have a lot of development/customization requirements• We have not dedicated developers in project teams

How?

• Planning with Waterfall, but development with Agile• Implement new types of communications• Involve Product Owners and Clients• Find the main Limitations and Advantages

• For each methodology type• Dedicated to Dynamics NAV implementation

Limitations and Advantages

BUSINESS TECHNOLOGY CULTURAL

AGILE LIMITATIONS

AGILE ADVANTAGES

WATERFALL LIMITATIONS

WATERFALL ADVANTAGES

Fixed timeframe and budget

More difficult to manage change request

Quick delivery, early customer feedback

No explicit budget and timeframe

Less documentation, not easy to comply with technical standards

Shorten the development lifecycle

Slow results of delivery, hard to change

Comply with standards

Need training and Scrum Master

Small teams, easier motivation

Less collaboration

Regulated

How it looks like?

ANALYSIS

DESIGN

DEVELOPMENT

DEPLOYMENT

OPERATION

Fixed timeframe and budget Comply with standards

ITERATIONS

TEAMSTEAMS

DESIGN

Quick delivery, early customer feedback

Shorten the development lifecycle

How it looks like?

ANALYSIS Project Plan preparation

KickOff Meeting and Solution Overview

Business Processes Analysis

Setup DEV Environment

Prepare Integration Strategy

Gather Data Migration Requirements

Conduct:• FRD• Fit Gap Analysis

What? Why?

30-Day Sprint Cycle

How it looks like?

ANALYSIS Prepare Solution Backlog

Prepare Sprint Backlog

How?Configuration

DESIGN

DEVELOPMENT

Customization

Daily Sprint Cycle

Determine Roles based on Agile

Design and Development – Agile

DESIGN

DEVELOPMENT

Design and Development – Agile

DESIGN

DEVELOPMENT

Conduct Daily Sprint Cycle Meeting

Design for Sprint Cycle

Create Scripts for Testing

Sprint Configuration and Development

Conduct Sprint Testing

Generate Daily Build

What is actually?

• Outside: WATERFALL• Inside: AGILE

Project Manager

Project Teams and Roles

Project Manager

Solution Architect

Application Consultants

Developers Test Lead

Technology Consultant

ANALYSIS

Project Manager

Business Analyst

DEVELOPMENT

DESIGN

DEPLOYMENT OPERATION

Product Owner

Technology Consultant

Scrum Master

The Scrum Team

Project Manager

Outside & Internal Oversee

Project Manager

Application Consultants

Technology Consultant

• Prepare and conduct the Kick-off meeting• Initiate project planning• Prepare project charter• Assign resources to the project

• Conduct business requirements workshops• Set up application for Fit Gap Analysis• Conduct Fit Gap Analysis• Document and present results of analysis phase

• Analysis of interfaces to 3rd party solutions• Analysis and mapping for planned data migration• Infrastructure validation and design update• Document and present results of analysis phase

• Owns the Product backlog and conduct prioritization• Writes user stories and acceptance criteria• Accepts or rejects user stories• Power to cancel the Sprint, if he thinks the Sprint goal is redundant• Responsible for the Return on Investment of the product

• Encourages and demands self-organization from the development team

• Enables close cooperation across all roles and functions• Protects the team from external and internal distractions• Removes barriers so the team can focus on the work• An influential leader and coach – doesn’t do direct command and

control

• Cross functional, small and self-organizing team• Breakdown the requirements, create task, estimate/distribute them• Lead development effort across Custom Coding, Integration…• System configuration and prepare all business scenarios• Conduct feature ad system testing• Perform the short Daily Sprint Meeting• At the end of the Sprint potentially shippable functionality have to be delivered• Updating the status and the remaining efforts for creation of a Sprint Burndown

Diagram

• Outside cooperates with the Customer’s Business Decision Maker and Project Manager for acceptance/sign-off

• Outside works on project scope changes

• Inside oversees the Define Sprint Backlog activity and all related activities

• Participate in the Sprint Planning Sessions

Events and Ceremonies

SPRINT

Sprint Planning

Daily Sprint

Daily Sprint Meeting

Sprint Review

Sprint Retrospective

Development PhaseRe-planning

Development Tasks Presentation

User Acceptance Test

Sign-off / Feedback

Sign-off

Daily

2-w

eeks

Mon

thl

y

OUTSIDE

HOW?

WHAT & WHY?

Deliverables and Artifacts

PRODUCT BACKLOG

CONFIGURATION SPRINT BACKLOG

BURNDOWN CHARTS

FIT GAP ANALYSIS

CUSTOMIZATIONSPRINT BACKLOG

USER STORIES

CODING COMMENTS

DESIGN DOCUMENT

DEVELOPMENT DOCUMENT & TEST

SCENARIOS

DEVELOPMENT PRESENTATION

SIGN-OFF &UAT

MAN

UALS

Agile and Sure StepAnalysisAnalysis DesignDesign DeploymentDeployment OperationOperationDevelopmentDevelopment

Pro

gram

M

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ngIn

frast

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Dat

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igra

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Inte

grat

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and

Inte

rface

sB

usin

ess

Pro

cess

A

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sis

Cus

tom

Cod

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Qua

lity

and

Test

ing

Req

uire

men

ts a

nd

Con

figur

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n

4.2.2Conduct End User Training

4.6.2Conduct UAT

4.9.3Final Data Migration to PROD

5.1.1Project Management

4.4.2Go Live

5.4.2Transition to Support

4.7.1Build Production Environment

4.1.1Project Management

1.1.1Project Management

1.7.1Setup DEV and other Non-Production Environments

1.2.1Conduct Solutions Overview

1.3.1Conduct Detailed Business

Process Analysis

1.2.2Gather User Training

Requirements

1.4.3Define Solution Backlog

1.4.1Gather Business Requirements

1.4.2Conduct Fit Gap Analysis

1.9.1Gather Data Migration

Requirements

1.8.1Establish Integration Strategy

Agi

le P

repa

ratio

nA

gile

Exe

cutio

n

30-Day Sprint Cycle

2.1.1Define Sprint Backlog

2.1.2Conduct Sprint Planning

Meeting

2.1.3 Conduct Sprint Technical Preview

2.1.4 Conduct Sprint Post Mortem

Daily Sprint Cycle

3.1.3Create Scripts for Testing3.1.6 Conduct Sprint Testing

3.1.1 Conduct Daily Sprint Cycle Meeting

3.1.5 Generate Daily Build

3.1.2 Analysis and Designfor Sprint Cycle

3.1.4 Sprint Configuration and Development

3.6.1Conduct Solution Testing

3.7.1Finalize Production

Specification

Agi

le E

xecu

tion

30-Day Sprint Cycle

2.1.1Define Sprint Backlog

2.1.2Conduct Sprint Planning

Meeting

2.1.3 Conduct Sprint Technical Preview

2.1.4 Conduct Sprint Post Mortem

Daily Sprint Cycle

3.1.3Create Scripts for Testing3.1.6 Conduct Sprint Testing

3.1.1 Conduct Daily Sprint Cycle Meeting

3.1.5 Generate Daily Build

3.1.2 Analysis and Designfor Sprint Cycle

3.1.4 Sprint Configuration and Development

3.6.1Conduct Solution Testing

3.7.1Finalize Production

Specification

Conclusion

• Use the best of both of frameworks for NAV implementation• Waterfall planning and external organization• Agile speed and risk decreasing• Organization with different project sizes

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Blog: totovic.comTwitter: @atotovicMail: aleksandar@totovic.com