project management in agile organizations - stage gate and agile

1NFI - Project Management in Agile Organizations @ Tele2

Stage gate process and agile


Goal

• To understand how (and when) a stage gate project model and agile can coexist.


Stage (Phase) Gate model

NASA 1960PROPS 1987

COOPER 1999


Tele2 Gate Model


Agile Software RequirementsDean Leffingwell


Gated model to steer project.

We have an idea, lets check if it works –

ROI?

It seams to work

Detailled plan and

ROI, lets go!

Check if we’re on

track

Develop-ment done!

Handover done, project

close.

Business

Development/production

9

Reduce uncertainty.

NFI - Project Management in Agile Organizations @ Tele2

Project closure

Project analysis Project planningExecution

EstablishmentExecution Realization

Execution Hand-over

TG1 TG5

Time

Go/ No-go

Project Delivery Precision

TG2TG0 TG3 TG4

UncertaintyTime, Cost and Scope

TG2 – A key investment decision Business Value

10Agil Projektledning, Knowit 2013-06-03

Manage Uncertainty


Time 2 market?

Preparation Execution

Preparation

Execution


Time cost and quality


Lean Software DevelopmentMary and Tom Poppendieck

1. Eliminate waste2. Amplify learning3. Decide as late as possible4. Deliver as fast as possible5. Empower the team6. Build integrity in7. See the whole


Maybe like this?

• Gate 0 – 1– Define Product and Architectural Epics– Risk focus– Risk eliminating sprints

• Gate 1 – 2– Break down Epics to Features– Prioritize focus– Release planning– Prioritized sprints

• Gate 2 – 4 – Break down of Features to Stories per sprint– Continuous sprint releases – Sprint retrospectives

• Gate 4 – 5– Project finalization– Project retrospective

DeLavalSoftware Program – Break down of a project

Idea Concept Development Launch

BP1 BP2 BP3 BP4 BP5 BP6 BP7 BP8

Project Epics (Architectural & Prioritized Business)

Releases (Integration order)

Cost per Epic (yearly budget)

BP1 BP2 BP3 BP4 BP5 BP6 BP7 BP8

Idea Concept

DevelopmentLaunch

Architectural Epics

Business Epics

Quality Improvements Epics

Shorten lead times for first time delivery of customer value, PSI multiple times during project life-time

Shorten lead times for first feedback, opportunity to adapt to changing demands and possibility to close a project without sunk-cost, etc


This requires

• Active “customer”• Improved release procedure (Goal = Continuous

integration)

Minimum viable productThe benefits of delivery value throughout the project

20

Traditional vs agile

21

Idea & Analysis

22

Don’t deliver something useless

23

Deliver value

24

Feedback & Improvement


Agile ROI


Project Portfolio Kanban

30Agil Projektledning, NFI 2013-04-19

ATM Project Plan

Gate 0Feasibility Study Start

Gate 1Project InceptionStart

Gate 2ProjectImplementation Start

Gate 3ProjectChange

Gate 4ProjectHandoverStart

Gate 5ProjectClosure

PurposeInvestigate the feasibility of an idea.

Approve project inception; Ensure clarity of purpose, business drivers and scope. Commit sponsorship and allocate resources for the project.

Approve implementation plan. Verify requirements, capability to deliver, and ensure that receiving organizations are committed to handover.

Decide on proposed changes that impact time, scope or budget.

Verify fulfillment of deliverables according to G2 (or G3) requirements, and initiate handover to the receiving line organizations.

Ensure handover to the receiving organization completed , and close the project.

Gate Criteria

- Project Directive- Business Case (initial)- Financing secured (incl

cost split for countries)- Commercial Specification

(if product project)- One Pager

- Project Directive (updated)- Business Case- One Pager- Feasibility Study Report- High Level Requirements- Solution Description- Commercial Specification- IP Submitted

- Project Definition (incl. Handover criteria)

- Requirement Specs- Solution Description (SAC

approved)- Master Test Plan- Business Case (updated)- G2 review performed- IP approved

Impact Analysis on: - Scope- Budget- Schedule- Organization- Market window- Other projects- Risk analysis- Business Case (updated)

- Deliverables as defined in G2 (or changed in G3) ready for handover

- Test Report- Solution Description

(updated)

- Handover completed & approved by receiving organizations

- Project Closure Report- Final Test Report- Business Case (updated)

Output- Start feasibility study- Project Manager assigned- Steering Committee

members appointed

- Project Inception phase starts

- Scope, timeline and budget frozen

- Project resources identified and committed by line manager

- Orders can be placed and Change Requests can be realized

- Scope changed - Budget changed - Time plan changed - BC updated- Changes committed

throughout the organization

- Project initiates handover to line organization

- Delivery fulfillment approved

- Project ready for launch (if not already launched)

- Line organization empowered to maintain the deliverables

- Best practice captured

Deciding Body

CCO &CTIO: Project BoardLocal Mgmt Team or MADNote: FS closure decision by Steering Committee

CCO &CTIO: Project BoardOperational: CTIO Board (BIT/NO Mgmt Teams)Local: Local Mgmt Team or MAD

Steering Committee Steering Committee

IF affecting more then one other project brought up to Project Board.

Steering Committee Steering Committee

Gate Model Overview


Project reporting

33Agil Projektledning, NFI 2013-04-19

Gantt


Projekt Burn Down

Done customer or stakeholder value

(Epics or Functions)