Project Management in Agile Organizations - Stage Gate and Agile

1
Stage gate
process and agile
NFI - Project Management in Agile
Organizations @ Tele2

Goal
• To understand how (and when) a stage gate project
model and agile can coexist.
2NFI - Project Management in Agile

Stage (Phase) Gate model
NASA 1960
PROPS 1987
COOPER 1999

Tele2 Gate Model

Agile Software Requirements
Dean Leffingwell
6

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

Reduce uncertainty.
Project
closure
Project analysis Project planning
Execution
Establishment
Execution
Realization
Execution
Hand-over
TG1 TG5
Time
Go/
No-go
Project Delivery Precision
TG2TG0 TG3 TG4
Uncertainty
Time, Cost
and Scope
TG2 – A key investment decision Business Value
9

Manage Uncertainty
10Agil Projektledning, Knowit 2013-06-03

Time 2 market?
Preparation Execution
Preparation
Execution

Time cost and quality

Lean Software Development
Mary and Tom Poppendieck
1. Eliminate waste
2. Amplify learning
3. Decide as late as possible
4. Deliver as fast as possible
5. Empower the team
6. Build integrity in
7. 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

DeLaval
Software 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
Development
Launch
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 product
The benefits of delivery value throughout the project

Don’t deliver something useless
22

Agile ROI

Project Portfolio Kanban

ATM Project Plan
30Agil Projektledning, NFI 2013-04-19

Gate 0
Feasibility Study
Start
Gate 1
Project
Inception
Start
Gate 2
Project
Implementation
Start
Gate 3
Project
Change
Gate 4
Project
Handover
Start
Gate 5
Project
Closure
Purpose
Investigate 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
- 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
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 Board
Local Mgmt Team or MAD
Note: FS closure decision by
Steering Committee
CCO &CTIO: Project Board
Operational: 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

Gantt
33Agil Projektledning, NFI 2013-04-19

Projekt Burn Down
Done customer or
stakeholder value
(Epics or
Functions)

Project Management in Agile Organizations - Stage Gate and Agile

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Project Management in Agile Organizations - Stage Gate and Agile