Assignment 1 Comparing Agile to Waterfall
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Assignment 1 Comparing Agile to Waterfall
Create a 15-20 slide PowerPoint presentation comparing Agile to Waterfall.
Introduction
Note: The assessments in this course are based upon a scenario at CapraTek. You must complete the assessments in this course in the order in which they are presented.
Waterfall and Agile are very common approaches to project management. Understanding the nuances of each is an important step in becoming an informed project manager.
The Waterfall methodology has slightly different definitions, but it is a highly structured approach that emphasizes detailed planning and a step-by-step approach. For example, first you gather requirements, then you create the design, and then you start the implementation. It is a very logical approach that appeals to management’s general desire for orderly control. However, for all its logical appeal, the Waterfall approach does not always work. By the time you have gathered all your requirements, designed your entire effort, and then started your implementation, time has passed and your requirements may no longer be current. Many authors have noted that projects are frequently not on time, on budget, or per specifications.
In response to this problem, Agile methodology takes a more iterative approach. You do not gather all your requirements at once, nor is your entire design specified before you begin. The Agile Manifesto was created in 2001 by 17 software developers. Getting 17 software developers to all agree on anything is a challenge, but the individuals involved actually found consensus around four main values, which became the Agile Manifesto. Those four main values suggested the 12 Agile guiding principles.
Overview
Waterfall and Agile are very common approaches to project management. Understanding the nuances of each is an important step in becoming an informed project manager. The CapraTek scenario invites you to compare the two methodologies.
Preparation
The following resources are required to complete the assessment.
• CapraTek: Agile Vs. Waterfall.
Directions
View the CapraTek: Agile vs Waterfall activity in this assessment’s Preparation section.
Create a two-part PowerPoint presentation that compares Agile to Waterfall project management and evaluates which is more appropriate for CapraTek.
Part I: Compare Agile to Waterfall Methodologies
Compare the general approaches of Agile to Waterfall. Use project examples to support your comparison.
Include the following in your comparison:
• Philosophy and emphasis.
• Defining features and requirements.
• Project phases.
• Scoping.
• Planning (scheduling, human resourcing, et cetera).
• Execution.
• Review.
• Identification of examples of appropriate products or projects that are best suited for each methodology. Explain your reasoning.
Note: The use of a table may be effective in illustrating your comparison.
Part 2: Evaluate Which Approach Is Appropriate for CapraTek
Consider your comparison from Part 1 to evaluate which methodology is more appropriate for use in the CapraTek scenario. Include an analysis of how the Agile and Waterfall models support or fail the product, mission, and stakeholders.
Submission Requirements
• Length: 15–20 PowerPoint slides, with detailed speaker’s notes that specifically explain complex concepts.
• References: Minimum of 4 references (added to speakers’ notes), using current APA style and formatting when citing and referencing your sources.
Competencies Measured
By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:
• Competency 3: Compare Agile to traditional project management.
• Compare the philosophy and emphasis of Waterfall to Agile project management to reveal key distinctions between them.
• Compare how Agile and Waterfall define requirements to reveal key distinctions between them.
• Compare ways that Agile and Waterfall methodologies approach planning to reveal key distinctions between them.
• Explain why a product or project type is suitable for a project management methodology.
• Evaluate the suitability of Agile and Waterfall for a business scenario by considering key aspects of each methodology.
CapraTek: Agile Vs. Waterfall
CapraTek® a longtime leader in computer server technology, is developing Alfred!, an integrated wireless smart-home system that seamlessly connects household electronics, appliances, and devices.
While many of the functions Alfred! will manage are actually third party devices, one that is being designed and manufactured by CapraTek® specifically for the Alfred! system is a smart thermostat for the consumer market. You have been brought in as the project manager for the IOS software that will interface with Alfred! and the thermostat. You have experience using Agile and are fairly certain it would be the better approach – but how can you convince leadership that Agile is right for this project?
After completing this activity, you should be able to:
• Compare the fundamentals of Agile and Waterfall Project Management to the details of a given project.
• Recognize reasons for the popularity of the Waterfall methodology.
• Apply basic principles of Agile and Waterfall methodologies to a specific situation.
Reed Massey
Director of Smart Home Technologies
We keep using Waterfall for projects that are clearly good candidates for Agile. Our organizational temperament isn’t really comfortable with ambiguity or change, but we cannot allow that to prevent us from innovating our processes. Other thing to consider – we’re partnering with other organizations. For the most part, these other organizations are innovative and forward thinking. Our reliance on “this is the way we’ve always done things” thinking is going to kill any chance of building ongoing dynamic relationships with these companies. We’ve got to move forward, that’s the long and short of it.
Peter Kennedy
Director of New Product Development
We’ve been using Waterfall successfully – is this the right time to change? We’ve been hearing about Agile from the minute we started looking at the Alfred! project and, while I understand it has its champions, I think we’re too far down the path to make such a significant change. We can always revisit the conversation during lessons learned discussions.
Alex Lopez
Director of Marketing
I’ll be honest-I don’t really care how the project is managed as long as I know what’s going on and can keep my own projects and work on track.
Shannon Coleman
New Product Development Business Analyst
Agile is the new darling, but what exactly do you mean when you say you want to use an Agile approach? Don’t take this as resistance, but there are so many balls in the air when it comes to Alfred!, I’m concerned that we would be introducing a significant risk by changing the project management methodology. And the learning curve would be an issue, too, wouldn’t it?
I don’t think everyone realizes that making the change to Agile would have a direct impact on other roles. From my perspective, I know how to write requirements. I’m not sure how to write “user stories.” I’m sure I could figure it out, but … well, why? Is there a good reason, or are we just being trendy?
Rachel Davis
Smart Home Technologies Project Manager
OH GOD, YES!!! Okay … I didn’t mean to over-react, but there’s been so much resistance to using Agile methodologies here at CapraTek. I know for the manufacturing side, we’ll probably always use the Waterfall methodology, but when it comes to the software development, we’re hindering ourselves by not taking the plunge. Just in terms of better QA and speed to market, Agile makes more sense for the Alfred! project. If it were up to me, all the Alfred! projects would be Agile
Darren Stokes
Sr. Developer
Quite honestly, the fact that we haven’t been using an Agile methodology has been one of my greatest concerns. We’re setting ourselves up for failure, in my opinion. This project is exactly the sort of thing that led to the development of the Agile Manifesto in the first place. If I’m being totally frank, not using an Agile approach introduces its own risk to the project
The resources provided here are optional. You may use other resources of your choice to prepare for this assessment; however, you will need to ensure that they are appropriate, credible, and valid. The Project Management Research Library Guide can help direct your research.
Cobb, C. G. (2015). The project manager’s guide to mastering agile: Principles and practices for an adaptive approach. Wiley.
Chapter 1, “Introduction to Agile Project Management,” pages 1–14.
Chapter 2, “Agile History and the Agile Manifesto,” pages 17–31.
Grech, T. (2015). The intersection of agile and waterfall. Industrial Engineer, 47(8), 47–49.
Grech mentions that Agile and Waterfall methodologies are often used within the same organization. This article discusses how concepts such as common goals and good communication can help both methodologies coexist peacefully.
Saran, C. (2013, April 19). How to get the best from Agile and waterfall development approaches. Computer Weekly, 4–5.
How one organization combined Agile with Waterfall to develop a new website.
Kenealy, B. (2009). Insurers move beyond the waterfall. Insurance Networking News, 12(7), 14–17.
This article discusses how the Agile methodology is replacing many Waterfall methodology projects, and how that process can involve elements of culture shock.
Lott, C. M. (1997). Breathing new life into the waterfall model. IEEE Software, 14(5), 103–105.
There are certain advantages to using a Waterfall methodology, and this article discusses them.
O’Connor, G. (2016). Agile must-haves. PM Network, 30(1), 26–27.
This short article explains some of the leadership requirements for an Agile approach to project management.
Stoica, M., Mircea, M., & Ghilic-Micu, B. (2013). Software development: Agile vs. traditional. Informatica Economica, 17(4), 64–76.
This article describes how Agile can help an organization achieve a competitive advantage in a complex business environment.
Williams, L. (2012). What agile teams think of agile principles. Communications of the ACM, 55(4), 71–76.
The author discusses how Agile teams actually view the Agile Manifesto and its Twelve Guiding Principles.
Balster, J. (2016). On agile project management: A beginner’s guide. Creative Review, 36(7), 86–87.
This article provides a short overview of the Agile project management approach.
Tripp, J. F., Riemenschneider, C., & Thatcher, J. B. (2016). Job satisfaction in agile development teams: Agile development as work redesign. Journal of the Association for Information Systems, 17(4), 267–307.
This article examines how employees view Agile and its influence on their perceptions of their jobs.
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