PMGT 570 Project Management and Agile Scrum Methodology-Key Success Fa
• Kanban used for processes that are based more on flow than defined iterations like ‘run-the-business’ type of
Architectural Kanban
• Used to plan and implement wellintegrated architectures across all teams and projects
• Define architectural epics Large technology initiatives necessary to evolve portfolio solutions to support current and future business needs Valpak
Sources of Architectural Epics
• Mergers and acquisitions
• Tech Change and infrastructure obsolescence
• Existing Performance and scalability challenges
• Cost and economic drivers.
Answer:
The transformation that took place in Valpak was one of the biggest examples of success stories of organization trying to implement agile. Valpak transformed from a pure waterfall shop to an agile organization, citing a positive example of driving a change within an organization. Valpak mainly worked with waterfall methodology; however, it used to face a number of problems, which includes missed deadlines, pile of unplanned work along with the business and IT alignment issues (Balaji & Murugaiyan, 2012).
The transformation from waterfall to agile was however, not sudden. The organization’s initial approach in agile was not fruitful. However, implementation of agile on few pilot projects gave mixed results. Slowly the organization started implementing agile in their projects. Valpak ensured proper training of the team members by appointing different agile coaches, who considerably helped in transformation of the team. The organization felt the change after implementing agile in their projects as the project deadlines were no longer missed, and the product are delivered on time. Valpak was one of the early adopters of agile.
- Types of Agile methodologies used
Valpak selectively used Scrum and Kanban for all its processes. The organization used Kanban for the processes that were mainly based on flow other than the defined iterations, which includes ‘run the business types’ works. Valpak mainly uses the Kanban agile, by implementing a well-integrated architecture across their project and teams. An interactive Kanban is used in Valpak for integrating their daily works. This considerably helped in increasing the communication efficiency among the team members, which is one of the major needs for a successful project implementation (Abrahamsso et al., 2017). It integrated all the process and the projects undertaken by the organization in a single platform.
Scrum however, was the majorly used agile methodology in Valpak. The management and implementation of the Information Technology projects mainly used scrum agile methodology. These two agile methodologies, helped in increasing the scalability, performance, reliability of the project and processes running within Valpak (Dingsøyr et al., 2012).
- Architectural Epic
Architectural epic can be defined as a technological initiative that is required for evaluating the portfolio solution that generally supports the present and future business needs of a company. Architectural epic is generally captured and evaluated in Kanban system. The approved architectural epics associated with a project generally wait in the portfolio backlog until the availability of the resources.
This considerably helps in making the architectural work in process visible. It is also useful in driving an effective collaboration with the development team within an organization. The architectural epics is characterized by different activities of the development teams that considerably helps in identification of the different problems associated with the project. Each epic of a Kanban system generally go through four states, each if which is characterized by the different activities of the architectural and the development teams, increasing the levels of investments (Bannerman et al., 2012).
- Implementation of portfolio Kanban at Valpak
Portfolio Kanban is generally used in planning, scheduling and managing the portfolio of the business epics. It helps in implementing a transparency, which further helps in decision-making and in shaping an initiative to an implementation. Portfolio Kanban is increasingly used as it considerably provides the Work In Progress limits in order to avoid the analysis paralysis of any project (Laanti, Sirkiä & Kangas, 2015,). Portfolio Kanbans helps in tracking the status of defined portfolio items throughout the project development process. The Kanban portfolio provides high visibility of the information and the resources associated with a particular project (Ahmad et al., 2017).
Valpak implemented Portfolio Kanban as a scaled agile framework (SAF). At Valpak, it is mainly used for project planning and prioritizing the project work along with proper management of business epics. At Valpak, it was implemented in different ways that include typical highly visible Portfolio Kanban abroad and undergoing weekly standup meetings of the stakeholders. It increases the efficiency and collaboration among the team members that allows every team member to contribute in a particular project (Edeki, 2015).
- The Project implementation
SAFe does not recognize projects and therefore, projects at Valpak are implemented at a top-down support with a bottom up drive. Guidance of independent team coaches worked in favor of the team. The projects were implemented in a bottom up approach with six scrum teams and three Kanban teams in the year 2011. The release was scheduled at the middle lager of Safe while the portfolio Kanban was placed at the top layer (Laanti, 2014).
This systemic and planned approach considerably helped in implementation of the projects at Valpak. The architectural Kanban practice at Valpak further helped in successful implementation of the project. Valpak rightly recognized the need for adapting the project development with the help of agile methodology at team level that contributed to the proper integration of the entire business area (Kruchten, 2013). It recognized the use of Kanban processes for run the business efforts that further helped in successful project implementation. In addition to this, a proper leadership and agile guide considerably helped in proper project implementation.
- Challenges that were addressed at Valpak
Valpak was one of the pioneers in upgrading from waterfall to agile. The major challenges that were addressed in this process are listed below-
- One of the major problems that were faced and addressed at Valpak was managing the cross team dependencies and stakeholders. These concepts were completely new to the organization, as it had been following a waterfall approach. Therefore, managing the team dependencies and dependencies among the task was one of the biggest challenges that was addressed at Valpak.
- The disconnection and miscommunication between the project executives and the product owners resulted in conflict and misdirection from the bottom up.
- Valpak faced major collaboration issues with the product owners.
- The implementation of agile required development of high performing teams, which was a challenge for Valpak.
- The organization lacked proper structured building processes.
- The organization lacked proper quality testing methodologies and faced certain issues with the appointed agile project leaders.
- Key Success Factors at Valpak
The key success factors at Valpak includes-
- a) Top down support at different organizational levels is one of the significant success factors at Valpak. Top down support with the bottom up drive considerably helped in project implementation in a strategic manner.
- b) Fetching the guidance of an independent agile mentor or coach is another key success factor of Valpak. The independent coach for every team considerably helped in managing all the teams in a proper way. Training every team members to for the agile processes provided the much-needed support to the team members and the project that was to be implemented.
- c) The process of project implementation was supported with proper monitoring of the project implementation methods and processes along with the project progress. This helped in considerable project improvements.
- d) Another major success factor of Valpak is the engagement of senior management in controlling and monitoring the project progress and implementation methods.
- Results
Valpak provides an excellent example of success stories of agile implementation. It puts forward the benefits of upgrading to agile methodology from traditional waterfall model. The results and conclusion obtained from the case study are elaborated below-
- a) The management team at Valpak is focused and self organized that contributes to the project progress
- b) The organization provides proper executive support to its team members. The senior managers contribute equally to the project development by engaging themselves in the development process.
- c) The introduction to agile have considerably helped the organization in developing a unified team coupled with a highly visible status update and daily standup.
- d) Timely releases helps in obtaining an effective feedback of the project development and execution process.
- e) The implementation of agile have enabled a development of a highly collaborative team with a high visible status update and regular standup.
- f) The business value is enhanced with the help of frequent communication with the project stakeholders and the consumers.
- g) Switching onto the agile methodology considerably helped the organization in improving the service quality of the products. It further helped in enhancing the capability of the project team members.
- h) It further helped in increasing the employee productivity with the improvement of responsiveness and adaptivity to work in a completely new environment.
Therefore, it can be said that, Valpak has been successful in upgrading the project development methodology using a strategic approach that proved to be an excellent example of agile implementation in an organization.
- Lesson learnt
The major lesson learnt from this case study includes example of forming proper projects around teams. It further helped in understanding the importance of alignment of the schedule with the team members that further helps in operation of the entire project team in an effective manner. The consistency, reliability and the predictability process of project development is essential for an organization in achieving the desired success, which was followed at Valpak. It further helped in understanding the importance of the scaling sprint reviews. The case study put forward the importance of planning the team capacity and development of a sustainable pace.
Summary
- Implementation in company
A planned approach is needed for properly implementing a completely new approach and methodology into the system. This should not be a sudden process as it may affect the normal operations of the company or organization as well. Implementation of a completely new process requires proper guidance. Valpak made sure that the project team members are properly trained with the help of an appointed agile coach. Training the team members is essential while implementation of a new system since provides the team members a proper overview of the processes, methods and techniques that are to be followed in order to ensure team success.
- Methodologies
While working in a software company, I understood the importance of delivering a project within a given schedule. Therefore, it is recommended that the company should adopt scrum methodology in order to plan and execute a project. This will considerably benefit the company as the frequent standup meetings, which are a part of scrum methodology helps in establishing a better communication network that will further help in improving the collaboration with the project stakeholders and consumers. This further helps in delivering an improved product and services to the customers. Therefore, Scaled Agile Framework will require the organization to change the traditional methodologies and processes running in the organization in order to adopt SAFe.
- Example of architectural Epic
The example of an architectural epic that is used in our company is adoption of proper project management approach that has helped in improving the cost and economic drivers associated with the projects running within an organization. Adoption of scrum project management methodology further helped in improving the project implementation methods. Architectural epics are mainly analyzed in architectural epic Kanban system, which further helps in successful implementation of the project.
- Implementation of Portfolio Kanban
Portfolio Kanban can be implemented in an organization by developing a highly visible Kanban board with no proper work in progress limits applied on it. It is essential to hold weekly standup meetings with the project sponsors for addressing the project progress. Since the Kanban is mainly based in on flow of the processes rather than fixed iterations, it helps to control the projects that mainly experiences change in scope (Stettina & Hörz, 2015).
- Challenges
Implementing agile and SAFe in an organization that is currently operating in waterfall methodology is a challenge. One of the major challenges is definitely resistance to the change. This is because agile methodology is completely different from waterfall, and implementing it would require restructuring of the roles of the team members.
- Key success Factors
The key success factors according to me would lie in consistency of the processes across all the levels within an organization. It would further need strong support from the executive levels of the company. A proper communication plan would have helped in implementation of this new process. Furthermore, it will help the staffs and the stakeholders know about the project progress, which in turn will help them to access whether a particular project is moving on a right track or not.
References
Abrahamsson, P., Salo, O., Ronkainen, J., & Warsta, J. (2017). Agile software development methods: Review and analysis. arXiv preprint arXiv:1709.08439.
Ahmad, M. O., Lwakatare, L. E., Kuvaja, P., Oivo, M., & Markkula, J. (2017). An empirical study of portfolio management and Kanban in agile and lean software companies. Journal of Software: Evolution and Process, 29(6).
Balaji, S., & Murugaiyan, M. S. (2012). Waterfall vs. V-Model vs. Agile: A comparative study on SDLC. International Journal of Information Technology and Business Management, 2(1), 26-30.
Bannerman, P. L., Hossain, E., & Jeffery, R. (2012, January). Scrum practice mitigation of global software development coordination challenges: A distinctive advantage?. In System Science (HICSS), 2012 45th Hawaii International Conference on (pp. 5309-5318). IEEE.
Dingsøyr, T., Nerur, S., Balijepally, V., & Moe, N. B. (2012). A decade of agile methodologies: Towards explaining agile software dev
Edeki, C. (2015). Agile Software Development Methodology. European Journal of Mathematics and Computer Science Vol, 2(1).
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Kruchten, P. (2013). Contextualizing agile software development. Journal of Software: Evolution and Process, 25(4), 351-361.
Laanti, M. (2014, May). Characteristics and principles of scaled agile. In International Conference on Agile Software Development (pp. 9-20). Springer, Cham.
Laanti, M., Sirkiä, R., & Kangas, M. (2015, May). Agile portfolio management at finnish broadcasting company Yle. In Scientific Workshop Proceedings of the XP2015 (p. 1). ACM.
Stettina, C. J., & Hörz, J. (2015). Agile portfolio management: An empirical perspective on the practice in use. International Journal of Project Management, 33(1), 140-152.
