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Navigating Agile Integration in a Traditional Waterfall Environment

Integrating Agile methodologies within a Waterfall framework presents unique challenges at Regence Blue Shield. This article explores the complexities faced by teams, sponsors, and organizations in adopting Agile practices. It highlights the mission to combat healthcare confusion and waste across various states, real-world examples of project management, and the balance between agility and discipline. Drawing on principles of Agile and predictive approaches, the text aims to guide organizations in fostering better collaboration, transparency, and adaptability, leading to more successful project outcomes.

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Navigating Agile Integration in a Traditional Waterfall Environment

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Presentation Transcript

  1. Integrating Agile in a Waterfall World

  2. IT’S HARD • Hard for the team • Hard for the sponsors • Hard for the organization

  3. Regence Blue Shield • Mission Statement • Our mission is to eliminate the tyranny of healthcare waste and confusion for our members and their families. • Washington, Oregon, Idaho, Utah • EPMO ~170 People • Agile at Regence • No formal Agile approach • Pockets of agile and all different • Regence Agile Working Group

  4. 4 Corners • Agile • Predictive • Integration of both compass Novice Very familiar Beginner Newbe

  5. Overview • Spotting an Agile project in its natural habitat • Taming an Agile project • Bringing an Agile project home • Showing your Agile project for fun and profit 

  6. Spotting an Agile Project Agile Projects Predictive Projects • Agile is best when… • Known Problem • Unknown Solution • Change is Good and Should be encouraged • Control is Dangerous and should be avoided • Predictive is best when… • Known Problem • Known Solution • Change is Dangerous and should be avoided or controlled • Control is Good and should be encouraged ?

  7. Principles Agile Principles Predicative Principles • Individuals & Interactions over Process & tools • Working software over Comprehensive Documentation • Collaboration over contract negotiation • Responding to change over following a plan • Plan the Work/ Work the Plan • Working for Predictable results. • Reduce & Control Change(Change= Risk)

  8. Taming an Agile Project • Agile isn’t the wild west • The Agile Waterfall Continuum ?

  9. Balancing Agility and Discipline • Personnel Skill Level • Mostly Level 2 or 3 players – Mostly Level 1 • Requirements Stability • % change / Month (Low Change – High Change) • Culture • No Tolerance for change – Change is normal • Team Size • 300 - 3 • Risk • Life & Limb - Comfort

  10. Hybrid Project Model

  11. Real World Example

  12. Brining your Agile Project Home • Integration with Predictive Portfolios • Earned Value • Status Reporting ?

  13. Earned Value Calculation • Models of calculation • % complete estimated • 0 , 100% • 0,50, 100% • 0, 25, 50, 75, 100% • Burn down & Earned Value • Nothing is perfect • Look at a burn down chart & estimate • Problems • Agile plans for scope change • EV expects to control scope change

  14. Reporting Project Status • Status Stop lights: • Schedule • Velocity and Burn Down • Budget • Staffing=Budget • Scope • Nope • Assumes change is bad • Executive sponsorship

  15. Role of the Project Manager ?

  16. What makes both successful People People People Predictive Agile

  17. Lessons Learned Transparency on the Web Employer Reporting on the Web • High Company Risk • High Importance • Complex Data Analysis • Complex Org. Silos • No external project dependencies • Low Company Risk • High Importance • Low data analysis complexity

  18. Employer Reporting • What I am doing different • End of the line project. • Multiple external dependencies • Which is perfect for an agile project.

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