Agile for Infrastructure Projects
This document discusses implementing agile practices in IT infrastructure projects. It defines agile as a mindset that welcomes change, fails early, uses feedback loops, and values continuous delivery and improvement. Agile differs from traditional waterfall methods by focusing on customer interaction over plans, enabling change through adaptation rather than prevention, and prioritizing scope, schedule and cost flexibility over fixed plans. The agile manifesto also values individuals, collaboration, working software and responding to change over documentation, negotiation and sticking to plans. While primarily used for software development, the document explains how agile principles can also be applied to infrastructure projects through a modified "Infrascrum" approach, which emphasizes communication, collaboration, agility and accountability.
Agile for Infrastructure Projects
- 1. AGILE IMPLEMENTATION IN IT INFRASTRUCTURE PROJECTS Shuchi Singla, PMI-ACP, CP-AAT, CP-MAT
- 2. WHAT WE WANT TO GO THROUGH Understand Agile How is it different from waterfall? Agile Principles? Agile in Infrastructure Projects
- 3. AGILE IS A MINDSET A mindset is an established set of attributes held by someone Welcome Change Failing Early Feedback loops Continuous Delivery Incremental Development Small value-added slices Learning through discovery Continuous Improvement
- 4. TRADITIONAL V/S AGILE Traditional Project Management Agile Project Management Focus on plans and artifacts Focus on customer interaction and satisfaction Response to change via Corrective and Preventive actions Change controlled through adaptive actions Typically up-from planning Progressive elaboration with Release and Iterative planning Top-down Control Self-organizing and cross-functional teams Scope based delivery Time-boxed delivery Contract Oriented Customer oriented
- 5. FLIPPING THE IRON TRIANGLE Traditional Iron Triangle Agile Iron Triangle Scope Schedule Schedule Scope Cost Cost Fixed Variable
- 6. AGILE MANIFESTO Facilitating change is more effective than attempting to prevent it. Learn to trust in you ability to respond to unpredictable events; its more important than trusting in your ability to plan for disaster – Martin Fowler & Jim Highsmith As a result of the formation of the Agile Alliance in Feb 2001, 17 individuals came up with this manifesto Individuals and Interactions over processes and tools Working Software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan “While we value the items on the right, we value the items on the left more”
- 7. AGILE IN INFRASTRUCTURE PROJECTS Agile is primarily used with software development, many of its characteristics can be applied to infrastructure project management needs Adoption can solve challenges with current formal project management and align infrastructure teams to company goals more effectively Agile values are not as clear-cut for an infrastructure operations-based team. They have been modified to call “InfraScrum”
- 8. INFRASCRUM VALUES Communicatio n Collaboration Agility Accountability
- 9. INFRASCRUM CHALLENGES Sprint Length Individual Contributors Long term decisions on budgeting and architecture Delayed specifications and planning
- 10. INFRASCRUM BENEFITS Tangible benefits Less rework Reduced risk to the development efforts Reduction in project defects Reduction in sprint impediments Improved sprint velocity for each team Improved ROI for the organization Intangible benefits Streamlining of communication and team synergy Historical findings provided useful parametric estimation for future sprints and other similar projects Increased team chemistry and empowerment Streamlining of deliverable artifacts replaced through team collaboration and self-organization
- 11. Thank You.