Projektforum 2013: The agile waterfall @ ikea Michelle Vithal Bergström

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© Inter IK

EA S

ystems B

.V. 2013The Agile

Waterfall @ IKEA

Michelle Vithal Bergström, PMP®

“Creating a better everyday life for the many people”

IKEA Vision


Reaching more of the many people

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• Project Managers: 38+• Geographical location:

Älmhult, Helsingborg, Wallau & Dortmund

IKEA IT PMO

• No. of projects FY13: 64

• Project steering model: PPS


Project Management @ IKEA IT

Business needs

Assessment & recommendation

Prioritization &

Authorization

Process

Operation

Project Management

Practical Project Steering (PPS)

Service Management

Project Management

Practical Project Steering (PPS)

Prepare Execute Conclude

DP1

Start and prepare

DP2

Continue, interruptor change

DP3

Making acommitment

DP4

Startexecution

DP5

Continue, interruptor change

DP6

Approve thedelivery

DP7

Approve thetransfer

DP8

Concludethe project


• Incremental software development – 1950’s• Rational Unified Process – 1994• Scrum – 1995• Crystal Clear, Extreme Programming – 1996• Adaptive Software Development – 1997• Feature Driven Development 1997

Agile history – Sweden

• Feature Driven Development – 1997• Agile Manifesto – 2001• PMI Sweden Chapter first Agile seminar – 2002• Large corporations in Sweden – Agile Vs. Waterfall – 2003 • Frequent Agile seminares and trainings in Sweden - 2007• PMI Agile Certfied Practitioner (PMI-ACP®) - 2011


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How we applied the Agile Waterfall


TimeScope

T kill l l

Waterfall Agile

Predictive AdaptiveWell Defined Flexible

A Hi hCostsKnown Uncertain

The Agile Waterfall balance


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Team skill levelTeam size

Team LocationDocumentation

OrientationExpected Change

CultureCompany Awarness

Steering Committees

Average HighLargeDistributedHighProcessLowConservativeHighInvolved

SmallCo-located

LowPeople

HighInnovative

LowInformed

• PM Organisation: 1 Global project + Local rollouts• Scope: Implement one global SAREC+ solution including:

• IT System• Working Routines• Education and Communication Material• Trained Support Organisation staff

Ti l M lti

Sales Reconcilliation SAREC+

• Time plan: Multi year

• Complexity: Medium

• Number of end users: Medium

• Agile adoption: Medium, Multiple DP3-DP6


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Finance Data Warehouse

• PM Organisation: 1 Global project, central implementation

• Scope: Develop and implement new Finance Data Warehouse

• Data Warehouse based on latest database standards• Standard front end reporting tool• Training and Communication Material

Ti l M lti • Time plan: Multi year

• Complexity: High

• Number of end users: Low

• Agile adoption: Medium (High then low),Multiple DP3-DP6


Finance Data Warehouse

Over time, over budget, out of control project led to enforcing traditional project management:

Accountable SG

Detailed time plan

Weak SG

Backlog

Frozen scope

Formal Change Request

Transparency

Frequent communication

Committed team

Flexible scope

New features

Unknowns

Weekly status

Blame game


Supply Transport ManagementSystem

• PM Organisation: 1 Global Program, 9 globalprojects, 4 Agile projects

• Scope: Implement a new foundation (Processesand IT Solutions) for the Transport Purchase and Delivery area at IKEA.

Ti l M lti • Time plan: Multi year

• Complexity: High

• Number of end users: High

• Agile adoption: High, Multiple DP3-DP6


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Supply Transport ManagementSystem• 40+ persons in four parallel self-organising Scrum

teams

• IT Demand, IT Delivery , Functional org. and vendors together in same teams.

• Close collaboration to other teams• Change management, Environment/Deployment, Core Test

teams, Core Design teams, Design Workgroups

• Each Sprint 4 weeks• Approx 4500 hours • Planned bottom up and cross team commitment• Common Sprint goal for all teams

• Securing progress and remove impediments in• Daily Scrums• Weekly Scrum• Scrum of Scrum• Daily planning and follow-ups in burndown charts• Kanban sessions

• Project steering of each Release• ITPM • PMM Operational• PMM Strategic• STMS Steering group


Lessons Learned


• Not restricted to one method. Choose what applies best to your project.

• Aligned with company budgeting and prioritisation processes.

• Enables clear scope definition and aggressive timelines to deliver functionality

Lessons Learned - Benefits of the Agile Waterfall

functionality.

• Balance detailed plan with flexible solution.

• Sprints enable focus on completing smaller pieces of functionality.

• Frequent collaboration allows early validation.

• Value delivered faster.


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• Project Management methodology• Culture• Business processes• Pricing model• Outsourcing• Procurement process• Level of organizational collaboration

Lessons Learned

Don’t forget to consider Known pit-falls• “We don’t need plans or

documentation anymore”• Adopting Scrum without key agile

principles e.g.• communication/collaboration• continuous integration• robust engineering practices.


g• Availability of stakeholders• Team size, experience & location• Deployment strategy• Change control process• Length of iterations• Stability of requirements• Tools and skills• Skills in Agile

• “Consultant approach” - no project end in sight.

Wrap-up


Individuals and interactions

over Processes and tools

Working software

over Comprehensive documentation

Customer ll b ti

over Contract ti ti

• Project Integration Management• Project Scope Management• Project Time Management• Project Cost Management• Project Quality Management• Project Human Resource Management• Project Communications Management

Apply the Best of Both Worlds

Agile Manifesto PM Knowlege Areas

collaboration negotiationResponding to change

over Following the plan

ojec Co u ca o s a age e• Project Risk Management• Project Procurement Management• Project Stakeholder Management


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• Togetherness and enthusiasm.• Constant desire for renewal.• Cost-consciousness.• Willingness to accept and delegate responsibility.

• Humbleness and will-power

Success through a set ofshared values

• Humbleness and will power.• Simplicity.• Leadership by example.• Daring to be different.• Striving to meet reality.• Being on the way.


Questions?


Contact details

Michelle Vithal Bergström, PMP® Senior Project ManagerIT Delivery

Mobile: +46 723 527737E-mail: [email protected]

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Projektforum 2013: The agile waterfall @ ikea Michelle Vithal Bergström

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