coupling stage gate to agile pm models
TRANSCRIPT
Challenges coupling traditional Stage-Gate Project Management framework to Agile Project Life Cycle Models in Research and Development
Coupling Stage-Gate to Agile PM Models
Page 2
Agenda
Short introduction Is it possible to couple traditional
Stage-Gate Management framework to Agile Project Life Cycle Models in Research and development?
Discussion – is it feasible to couple traditional Stage-Gate Management framework to Agile Life Cycle Models?Potential Gains, Potential Pitfalls?
Discussion - What approach will possibly lead to success?
Discussion – What about the coupling to quality processes, eg. Six Sigma?
Short Introduction
Johnny H. Ryser Senior Research Manager
LM Glasfiber A/S 2008- Foquz 2007- Bygteq (CTO) 1999-
2007 Project Manager of the Year (IPMA) 2005 Engineer, Master of Information Technology
Page 3
Question….
Is it possible to couple traditional Stage-Gate Project Management Framework to Agile Models in Research and development…?
Page 4
A Traditional Stage Gate Framework
Page 5
For New Product Development (NPD)
To be used for filtering ideas
A stepwise funding process
A traditional Stage Gate Framework
Page 6
Every bucket has itsOwn filtering process
Different buckets for different project types
Project Landscape (Robert k. Wysocki)
Emertxe Project
Management Approaches
(MPx)
Extreme Project
Management Approaches
(xPM)
Traditional Project
Management Approaches
(TPM)
Agile Project Management Approaches
(APM)
Page 7 (ref.: Robert K. Wysocki “Effective Project Management”)
Goa
l
Cle
arN
otC
lear
SolutionKnown Unknown
Agile vs. Plan-Driven (Boehm and Turner)
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Basics of Project Life Cycle Models
Scope Plan LaunchMonitor
and Control
Close
Page 9 (ref.: Robert K. Wysocki “Effective Project Management”)
5 Basic Process groups (PMI)
Basics of Project Life Cycle Models
Scope Plan LaunchMonitor
and Control
Close
Page 10 (ref.: Robert K. Wysocki “Effective Project Management”)
• Recruiting the Project Manager• Eliciting the true needs of the client• Documenting the clients need• Negotiating with the client about how those needs will be met• Writing a one-page description of the project• Gaining senior management approval to plan the project
Basics of Project Life Cycle Models
Scope Plan LaunchMonitor
and Control
Close
Page 11 (ref.: Robert K. Wysocki “Effective Project Management”)
• Defining all of the work of the project• Estimating duration of the project• Estimating required resources• Estimated total cost of the work• Sequencing the work• Building the initial project schedule• Analyzing and adjusting the schedule• Writing a risk management plan• Documenting the project plan• Gaining senior management approval to launch the project
Basics of Project Life Cycle Models
Page 12 (ref.: Robert K. Wysocki “Effective Project Management”)
• Recruiting the project team• Writing a project description document• Establishing team operating rules• Establishing the scope change management proces• Manage team communications• Finalizing the project schedule• Writing the work packages
Scope Plan LaunchMonitor
and Control
Close
Basics of Project Life Cycle Models
Page 13 (ref.: Robert K. Wysocki “Effective Project Management”)
• Establishing the project performance and reporting system• Monitoring project performance• Monitoring risk• Reporting project status• Processing scope change requests• Discovering and solving problems
Scope Plan LaunchMonitor
and Control
Close
Basics of Project Life Cycle Models
Page 14 (ref.: Robert K. Wysocki “Effective Project Management”)
• Gaining client approval of having met the project requirements• Planning and installing deliverables• Writing the final report• Conducting the post implementation audit
Scope Plan LaunchMonitor
and Control
Close
Traditional Project Management (Plan-Driven)
Page 15 (ref.: Robert K. Wysocki “Effective Project Management”)
Scope Plan LaunchMonitor
and Control
Close
ProjectLinear
Scope PlanLaunch
Increment
Monitor and
Control
Close increment
Close Project
Incremental NextIncrement?
Y
N
Agile Project Management
Page 16 (ref.: Robert K. Wysocki “Effective Project Management”)
Iterative
ScopePlan
Cycle
Launch
Cycle
Monitor and
Control
Close Cycle
Close Project
Adaptive NextCycle?
Y
N
ScopePlan
Iteration
Launch
Iteration
Monitor and
Control
Close Iteration
Close Project
NextIteration
Y
N
eXtreme and Emertxe Project Management
Page 17 (ref.: Robert K. Wysocki “Effective Project Management”)
Scope
Phase
Plan
Phase
Launch
Phase
Monitor and
Control
Close Phase
Close Project
eXtreme NextPhase?
Y
N
Initial Scope
Close
Project
ScopeClose
Project
Coupling to traditional Stage-Gate Framework
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Stage 0Idea
Stage 1Scope
Stage 2Proof of Concept
Stage 3Design
Stage 4Implementation
Stage 5Evaluation
Scope Plan LaunchMonitor
and Control
Close
ProjectLinear
Iterative
Plan
Launch
Monitor
Close
Plan
Launch
Monitor
Close
Plan
Launch
Monitor
Close
eXtreme
Scope
Plan
LaunchMonitor
Close
Scope
Plan
LaunchMonitor
Close
Scope
Plan
LaunchMonitor
Close
Use the Stage-Gate Framework for funding
and anchoring
Traditional Plan-Driven approach
Answer….
YES it is possible to couple traditional Stage-Gate Framework to Agile Project Life Cycle Models, BUT: Challenging not to be able to define a precise scope Difficult for Senior Management to differentiate between Project Management Model and Project Life Cycle Model Agile PLCM demands a skilled project team What about coupling to Quality Processes (e.g. Six Sigma)?
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Discussions
Discussion – is it feasible to couple traditional Stage-Gate Management framework to Agile Models?Potential Gains, Potential Pitfalls?
Discussion - What approach will possibly lead to success?
Discussion – What about the coupling to quality processes, eg. Six Sigma?
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Back Up
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Innovation and Stage-Gate
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Stage 0Idea
Stage 1Scope
Stage 2Proof of Concept
Stage 3Design
Stage 4Implementation
Stage 5Evaluation
20% Innovation time- Extend backwards
Research Projects- Run eXtreme/Adaptive