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Conclusion   »   Agile Conclusion   »   The Positives

This Toolkit is complete. You need nothing else. You have immediately reduced your project training budget for agile transformation and agile project management training. Eventually, when you deliver the first and subsequent projects, you reduce the amount of money your organisation needs to spend on project delivery. Give yourself a well earned pat on the back.

Your project is going to deliver on time. Your project is going to deliver to budget. Your project is going to deliver a result that your business is happy with. You need to get used to this and your project members need to get used to this, now. That is a massive benefit in your favour. If you are brave and maybe fancy a flutter, before you start the project and before you book the project delivery celebration, have a word with your human resources Department or your line manager to see what extra benefit, award or bonus you are going to get when you deliver this project. Keep your cards close to your chest and do not tell them You have read this Toolkit.

The project will deliver a quality result. It cannot do anything else. You have business people embedded inside your project and the level of quality is their responsibility. You are going to manage the project time, tightly. You will allow the business to decide, in the time remaining in your shipment, what features and qualities they want to add and what features and qualities they are going to forego. They will agree whereabouts you are in the shipment and will agree what elements they are prepared to accept when you deliver the shipment.

The project will deliver on time. It cannot do anything else. You have an overall delivery which has a start date and a completely immovable end date. Moreover, it has a completely immovable end time. You will do no more work, you will sanction no more work and you will pay for no more work after the project end time on the project end date! Your delivery has a series of shipments. Each of your shipments has a start date and a completely immovable end date. You will do no more work, you will sanction no more work and you will pay for no more work associated with that shipment after the shipment end date.

The project will deliver to budget. It cannot do anything else. You will have known direct and indirect costs. Some of these will be fixed costs and the others will be variable costs. You will know these from the outset and agree them with the project sponsor. Your estimates are based on the acceptance criteria for the deliverables to be agreed, by your business team inside a series of fixed shipments. Let us be clear. Your estimates become your budget with a percentage of contingency embedded within the bounds of your low to high estimate. You cannot go over time on your shipments or delivery so you will deliver to your budget.

You will have started an important transformation inside your organisation. We know that you can deliver projects using The Big Agile Toolkit. We have delivered projects ourselves and gone on to train people using the Toolkit. So we know it works and your first project will work.

Even on your first project, you will deliver some real value early. Your first shipments will deliver something tangible and useful to the business. It will do this at a time when, if you were using a waterfall methodology, you would be just about halfway through your requirements specification having delivered nothing. If you want someone to evaluate the real value of these early benefits, then do so. It is not mandatory, just very useful.

The products of your projects endeavours will be more closely aligned to business objectives because they have been iteratively developed, using regular import and feedback from the dedicated business team. On the date that you deliver, that is precisely what your business team want. Your project team will have adapted to changing requirements throughout the life of the project, delicately adjusting the deliverables to suit and more effectively address the precise needs of your business team.

Throughout your project, you have been giving regular, weekly demonstrations on the latest status of the deliverables for the project. Therefore, you have been giving a much more accurate demonstration of the exact status of your project. Furthermore, that status was visible to every member of the team and made visible regularly.

All these efforts seek to deliver a more representative solution and to minimise the risks associated with developing that solution, during your project. Lots of papers, books and a few periodicals have been developed which touch on the various techniques you may choose to use in agile and iterative development. There are also lots of lines written about why waterfall projects fail.

In the paperback book, agile and iterative development: a managers guide, there is a study from the United Kingdom. It says out of a sample of 1027 projects, 87% failed. Waterfall scope management was the single largest contributing factor for failure in 82% of projects and was cited as the number one problem. There are lots more. But you bought a Toolkit that seeks to show you how to do it, not how to fail at it. So we will mention just two more.

A study of >$37 billion worth of US Defence Department projects concluded that 46% of the systems did not meet the real needs (although they met the specifications) that they were never successfully used and another 20% required extensive rework to be usable.

According to the chaos report by the Standish group in 2000, 25% of projects fail outright through eventual cancellation, with no useful software deployed.

Your project will not suffer this sort of fate, do not worry. So is the Toolkit the Silver Bullet?


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The Positives


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