Below is a video of the summary by Anne-Marie Kong with many thanks to Selena Delesie for submitting it:
Yes – agile can co-exist with waterfall
Some large organizations are constrained by supply chain – leads to wanting to nail down all requirements upfront – how to account for change?
How?
· Introduce in small steps – encourages the business to come to Agile when they see results (better quality, delivering value)
- Closer cross functional teams, particularly dev’t & QA collaboration
- Break up features into small stories
- Business attends daily stand-ups
- Strive to deliver early and often
- Demo working software
· Iterations are like mini-waterfalls
· Removing saying “we’re going to agile” – labels creates barriers within people and people natural inclination is to resist change.
· Benefits to business – can put new features in and take features out
- challenge is product owner do not buy-in (struggles in prioritizing in an ordered 1 … n list)
- Need to shift to want “value” rather than want it all mindset
· Be thoughtful of how/what you want to introduce agile (e.g. pick smaller projects to start or projects that have more leeway to let you fail and learn)
· Be careful of technology
· Leverage demos to have the business prioritize (i.e. what do the product owner want the team to do in the next iteration?)
· Clear scope statement – ask how do you envision the end users will use it and will they “value” it?
· Agile share some of the similarities to waterfall (do some planning, do work, show result) though agile mindset if different and has additional principles and values.
· Agile is on a continuum – how do you keep the momentum to become more agile?
- Building a learning organization- Continuous learning
- Responsibility of team to provide results (working s/w, low cost, high quality)
Attendees:David Juche, Krzysztof Czarnecki, Charles, Mike Edwards, Mujahid Chaudhry, Ann-Marie Kong
