Wagile Product Development - Being Agile with Waterfall Clients
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Slides Jessica Fredican recently used in his discussion w/ mentees of The Product Mentor. Synopsis: Working with enterprise clients accustomed to waterfall development can be challenging. Taking a "wagile" approach can help your team stay agile while managing client expectations. The Product Mentor is a program designed to pair Product Mentors and Mentees from around the World, across all industries, from start-up to enterprise, guided by the fundamental goals…Better Decisions. Better Products. Better Product People. Throughout the program, each mentor leads a conversation in an area of their expertise that is live streamed and available to both mentee and the broader product community. http://TheProductMentor.com
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Wagile Product Development - Being Agile with Waterfall Clients
- 1. WAGILE: BEING AGILE WITH WATERFALL CLIENTS Jessica Fredican @jessicafredican
- 2. Agenda What is Wagile? How does it work? When to use it?
- 4. Agile Ideals Are Great Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan - Agile Manifesto
- 5. Agile doesn’t work for everyone
- 6. Wagile Agile Ideals Focus on delivering value Frequent customer validation Ability to respond to change Agile Waterfall Wagile Waterfall Reality Defined Releases Defined Test Periods Planning Periods
- 7. Roadmapping in Wagile Establish client and external stakeholder planning periods Groom major feature sets and themes Validate directional roadmap with stakeholders Prioritize and size work
- 8. Delivery in Wagile Regular but flexible release schedule Set theme or define a single feature for the release Communicate theme/single feature externally Manage release backlog internally
- 9. Product Validation in Wagile Roadmap validation with customers and stakeholders Release theme validation with customers and stakeholders Frequent informal validation with users and stakeholders End-of-Release User Acceptance Testing
- 10. Wagile is successful with… Enterprise clients Organizations transitioning from waterfall Updates require new install Users have a low change tolerance
- 11. Transitioning Waterfall to Wagile Get stakeholders comfortable with uncertain reality Agile education Ships don’t turn on a dime
- 12. Thank you
Editor's Notes
- Some people may have never worked this way – PRD There are still organizations that function this way Define a project, stages and timeline and trying to hit the deadline with a lot of unkowns at the beginning of a project More than just a methodlogy for delivery software, an entire corporate culture Separation Separate teams handoff – stages – hold up the entire project Leader accountability without ownership Sets up a culture, of blame, lack of engagement
- Releasing software when it’s ready to meet a market need, not to a specific data Discovery requirements as you go – not holding off development for all the pieces to be 100% specked out Responding to change Culture of collaboration – even with customers and end users Involves all stakeholders and promotes a culture of collaboration
- Few companies succeed at fully implementing agile to a T Works great for consumer startups that have never worked any other way Super challenging to transition an organization or leadership to agile agile – buzzword – follow ceremonties without incorporating the ideals BCBST – hour long daily standup Challenging to shift waterfall clients to working with an agile organization Stakeholder-centered methodology – like user-centered design – meeting your stakeholder where they’re at – just cant handle a huge shift after 30 years of working a diferent way – your job is not to be an agile – its to build great products
- Wagile – blend of waterfall and agile methologies – agile ideals and waterfall reality Building a culture of stakeholders and customer engagement, accountability Identifying the internal agile team and the external waterfall team Agile ceremonies and culture with the scrum team Engineering sprints, stories, test-driven , xp – whatever is part of your culutre Defined structure phases for external stakeholders Set release dates and specific time periods for external stakeholder feedback, testing and input Technical documentation for clients to meet expectations for training their own sales teams Internal team – technical writer – involved in planning Meeting every sprint to review release notes and integrate updates to documentation as much as possible
- Internal roadmap/release review Internal stakeholder involvement – engineering, marketing etc Plan multiple features Select a few to be externally facing Client roadmpa review times Bring major stakeholders together in clietn council of possible Have them organize your roadmap – manage to their expectations Just review the external facing and put those on a release plan, talk around other stuff that’s not the main list Aha!
- Set releases – deliver on a release schedule – set date as you get closer, frequency up to your business needs Theme will help focus value on the externally announced feature – release other features to ensure the success of hat for maximum impact Ensure all internal stakeholders are involved continuously throughout
- Integrations and go to market will make or break your product Internal – consumers, end users All your user testing tools still apply External validation Initial validation – roadmap Client council Sales cycle opportunity for validation mid release, feature validation - End of release testing opportunity for validation – hopefully you’ve done enough ahead of time
- Talked about enterprise and transitional organizations Wagile may be a first step to being fully agile, but maybe not
- Agile insistent that you cant know the future – the best way to ensure success is to accept the uncertainty Stll provide a structure thye can work around The details and exact needs may vary based on the business and client needs – have created