In my role as Champion at our local Communitech PMI Chapter, I jointly planned our 2015 / 2016 season seminar topic series with my two co-Champ compadres. The topic of blending Waterfall and Agile was the logical kick-off point given it addresses the needs of the holistic enterprise. The follow up 8 presentations comprising our annual seminar series focused on visual management, corporate cultural change, work flow modelling, and stakeholder management.
There is a fair bit of momentum within the corporate culture at many organizations to adopt agility and lean practices as they frantically strive to remain competitive. This pursuit affects both large and small; mature and startup companies alike. More often than not, what I experience is an emphatic disdain for the Waterfall planning and management model; hence, the immediate reaction is to completely replace it with an Agile framework. I have also observed that the Agile model is perceived to eliminate the overbearing and wasteful planning allowing the team to get onto the “real” work sooner.
To quote Dwight Eisenhower “In preparing for battle, I have always found that plans are useless, but planning is indispensable”. So…to translate into Job Speak, the sequential waterfall plan is not a view of the battle; its the map of how to win the war. Last check….maps are still King!
I have attached the slide deck I prepared and presented at our chapter monthly seminar in October 2015. In looking at the pursuit of a product or service delivery, from a holistic point of view, there are three corporate players each having their key indicators that underpin the mantra of their existence. Of the key indicators, I have identified the critical indicators. The central focus of this presentation is to align indicators to each of the Waterfall and Agile framework models to establish a best fit.
Please have a read through of the preso. I’d love to hear your feedback