apm thames valley - creating an agile governance landscape for projects
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making organisations fit for projects
About Adrian...... • Organisation culture development
• Coaching and mentoring
• Collaboration
• Professional Services build and management
• Business Transformation programme delivery and rescue
• Portfolio, programme and project management capability development
• Enterprise PMO design/build/operate
• Intelligent Client model development
• Member of APM approx. 20 years
• APM Audit Committee
• Frequent speaker , conference chair and blogger
• Cabinet Office White Paper
• OGC: MSP, P3M3 & Portfolio Mngt review panels
• APM – Intro to Programme Mngt & Portfolio Mngt
• The Gower Handbook of Programme Management
• APM Registered Project Professional and Assessor 2
making organisations fit for projects
Being Agile means……
Being Agile at two levels
Agile Organisational Project Management
Agile Governance
Content
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making organisations fit for projects
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Being Agile means…..
Satisfy the customer, produce outcomes that result in benefits
Embrace changing requirements
Provide an environment for success that is sustainable
Collaborative behaviours based on Trust
Keep it simple
At regular intervals – reflect, learn and adjust
Steve Messenger
Chair: DSDM Consortium
making organisations fit for projects
Being Agile at two levels
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$95,000 per second
30%
40%
50%
60%
70%
0.5%
http://www.whereprojectsthrive.uk/
making organisations fit for projects
Organisational Agile Project Management
Being Agile at two levels
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Within projects and programmes
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Being agile at two- levels: projects What an agile project/programme looks like
An Agile Project Manager stands back…hands off
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Timeboxing Collaboration
Engagement
Purpose
Being agile at two- levels: projects What an agile project looks like
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Projects are viruses
Agile Organisational Project
Management
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Agile Organisational Project
Management A challenging landscape for Agile
I want to run an Agile project
http://www.youtube.com/watch?v=4u5N00ApR_k
For video see link:
making organisations fit for projects
Agile Organisational Project
Management Organisation Culture
Vision
Strategy
Technology
Process Policies
Values Organisation
Rules
Behaviours Symbols
Relationships
Perceptions
Beliefs
Assumptions
Unwritten rules
Common practice
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Agile Organisational Project
Management What needs to be overcome
And some people simply get it wrong……
Non-agile organisation culture
– Lack of flexibility
– Non-release of operational resources
– Lengthy decision making, e.g. change
– Resistance to Matrix working
– Top down governance
– Lack of Trust and empowerment
– Very risk averse – loathing of uncertainty
Organisational anti-bodies
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Being an Agile landscape
AGILE GOVERNANCE
Directing Change guide – Governance components:
• Portfolio direction
• Project Sponsorship
• Disclosing and reporting
• PM capability
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Being an Agile landscape
AGILE GOVERNANCE
• Projects are led by and maintain the organisation's Vision
• the Value of projects is derived from and constantly aligned with
the Vision
• the Performance of projects is tracked to ensure Value is being
maintained
• People are enabled to work effectively as individuals and in teams
• Practice; how people work and manage as both individuals and
teams, is mature.
http://www.whereprojectsthrive.uk/agile-governance-looks-like/
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Being an Agile landscape
AGILE GOVERNANCE Vision Portfolio direction
• leadership providing direction and strategic alignment for projects
• via a dynamic, prioritised pipeline (portfolio) of projects
• that is sensitive to changes in drivers for change
Value
• Keeping projects as small and fast as possible
• Programmes well phased for cycles of rapid outcome delivery
• Leaders continually reinforce Value.
making organisations fit for projects
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Being an Agile landscape
AGILE GOVERNANCE
Performance: Disclosing and reporting
• Reports that focus on core set of measures that
• are what even an Agile project will track
• will actually be used outside the project
• As few layers of decision making as possible
• Rapid escalation/decision paths
• Review and learning built into all levels
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Being an Agile landscape
AGILE GOVERNANCE
People PM capability
• The maturity of delivery teams
• their selection, training and development
• Project supporting structures are mature
• Project Sponsorship selection & effectiveness
• Support for self-organising teams
• Agile support structures, i.e. Agile PMO
• Enabling collaborative working
• Active stakeholder management and preference to face-face
making organisations fit for projects
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Being an Agile landscape
AGILE GOVERNANCE
Practice: PM capability
• The maturity of delivery processes (both project & technical) e.g.
• project management processes are Agile
• e.g. Risk managed at the lowest possible level through
empowerment
• use of Agile technical practices, e.g. Scrum
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"Vercingetorix Throws Down His Arms at the Feet of Julius Caesar", 1899, by Lionel Noel Royer
Being an Agile landscape
Links:
http://www.apm.org.uk/blog/agile-thinking-projects-thinking-out-process-box
http://www.apm.org.uk/news/transformational-change-what-do-and-yellow-brick-road
I want to run an agile project parts 1 and 2:
http://www.youtube.com/watch?v=4u5N00ApR_k
http://www.youtube.com/watch?v=lAf3q13uUpE
Brian Wernham
http://www.amazon.com/Agile-Project-Management-Government-Wernham/dp/0957223404
Whereprojectsthive
http://www.whereprojectsthrive.uk/
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