how to deploy ppm methodologies with an agile approach
Post on 28-Jan-2018
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Agile Deployment of Project Portfolio Management (PPM)
▪ facilitate user adoption
▪ allow you to start working ASAP (ideally same day/week)
▪ require no consultants
▪ have all the relevant features of a PPM software
▪ be affordable
Ideal software characteristics
It should:
▪ facilitate user adoption
▪ allow you to start working ASAP (ideally same day/week)
▪ require no consultants
▪ have all the relevant features of a PPM software
▪ be affordable
Ideal software characteristics
It should:
However...
▪ facilitate user adoption
▪ allow you to start working ASAP (ideally same day/week)
▪ require no consultants
▪ have all the relevant features of a PPM software
▪ be affordable
Ideal software characteristics
It should:
However...
The tool is necessary, not sufficient
1Design of the Organization
Decide what is unified and centralized
General
ORGANIZATION | CHANGE MANAGEMENT | ONGOING IMPROVEMENT
Level of maturity
✓ Terminology✓ Tracking criteria✓ Resource management✓ Reports
Decide what is unified and centralized
General
ORGANIZATION | CHANGE MANAGEMENT | ONGOING IMPROVEMENT
Level of maturity
✓ Terminology✓ Tracking criteria✓ Resource management✓ Reports
Define what is what and unify the meaning of terms across the whole organization.
Decide what is unified and centralized
General
ORGANIZATION | CHANGE MANAGEMENT | ONGOING IMPROVEMENT
Level of maturity
✓ Terminology✓ Tracking criteria✓ Resource management✓ Reports
What KPIs are you going to record? what do they mean / measure precisely? How are
they calculated?
General
ORGANIZATION | CHANGE MANAGEMENT | ONGOING IMPROVEMENT
Level of maturity
✓ Terminology✓ Tracking criteria✓ Resource management✓ Reports
Hey John, How is your project going?
Decide what is unified and centralized
What KPIs are you going to record? what do they mean / measure precisely? How are
they calculated?
General
ORGANIZATION | CHANGE MANAGEMENT | ONGOING IMPROVEMENT
Level of maturity
✓ Terminology✓ Tracking criteria✓ Resource management✓ Reports
Hey John, How is your project going?
Very well actually, it is at 50%!
Decide what is unified and centralized
What KPIs are you going to record? what do they mean / measure precisely? How are
they calculated?
General
ORGANIZATION | CHANGE MANAGEMENT | ONGOING IMPROVEMENT
Level of maturity
✓ Terminology✓ Tracking criteria✓ Resource management✓ Reports
Hey John, How is your project going?
Very well actually, it is at 50%!
50% of what?? Cost, time... ?
Decide what is unified and centralized
What KPIs are you going to record? what do they mean / measure precisely? How are
they calculated?
General
ORGANIZATION | CHANGE MANAGEMENT | ONGOING IMPROVEMENT
Level of maturity
✓ Terminology✓ Tracking criteria✓ Resource management✓ Reports
Hey John, How is your project going?
Very well actually, it is at 50%!
50% of what?? Cost, time... ?
Decide what is unified and centralized
What KPIs are you going to record? what do they mean / measure precisely? How are
they calculated?
Decide what is unified and centralized
General
ORGANIZATION | CHANGE MANAGEMENT | ONGOING IMPROVEMENT
Level of maturity
✓ Terminology✓ Tracking criteria✓ Resource management✓ Reports
What resources are going to be shared across the organization? What will be
centralized?
Decide what is unified and centralized
General
ORGANIZATION | CHANGE MANAGEMENT | ONGOING IMPROVEMENT
Level of maturity
✓ Terminology✓ Tracking criteria✓ Resource management✓ Reports
All reports should follow the same format to help the communication across departments
/ Stakeholders
Decide what is unified and centralized
General
ORGANIZATION | CHANGE MANAGEMENT | ONGOING IMPROVEMENT
Level of maturity
✓ Terminology✓ Tracking criteria✓ Resource management✓ Reports
Other elements that could be centralized:
✓ Approval criteria✓ Supplier rates / Standard costs✓ Document formats
Decide what is unified and centralized
General
ORGANIZATION | CHANGE MANAGEMENT | ONGOING IMPROVEMENT
Level of maturity
✓ Terminology✓ Tracking criteria✓ Resource management✓ Reports
Other elements that could be centralized:
✓ Approval criteria✓ Supplier rates / Standard costs✓ Document formats
First the “what” and then the “how”
ORGANIZATION | CHANGE MANAGEMENT | ONGOING IMPROVEMENT
General
Level of maturityMethodologies: Agile, Predictive (Gantt)... or both?
UncertaintyHigh Low
Effective inin situations with HIGH
uncertainty
ORGANIZATION | CHANGE MANAGEMENT | ONGOING IMPROVEMENT
General
Level of maturityMethodologies: Agile, Predictive (Gantt)... or both?
Agile
UncertaintyHigh Low
Effective inin situations with HIGH
uncertainty
ORGANIZATION | CHANGE MANAGEMENT | ONGOING IMPROVEMENT
General
Level of maturityMethodologies: Agile, Predictive (Gantt)... or both?
Agile
Effective inin situations with LOW
uncertainty
Predictive
UncertaintyHigh Low
Effective inin situations with HIGH
uncertainty
ORGANIZATION | CHANGE MANAGEMENT | ONGOING IMPROVEMENT
General
Level of maturityMethodologies: Agile, Predictive (Gantt)... or both?
Agile
Effective inin situations with LOW
uncertainty
Predictive
UncertaintyHigh Low
✓ Both should be used and measured equally
Effective inin situations with HIGH
uncertainty
ORGANIZATION | CHANGE MANAGEMENT | ONGOING IMPROVEMENT
General
Level of maturityMethodologies: Agile, Predictive (Gantt)... or both?
Agile
Effective inin situations with LOW
uncertainty
Predictive
UncertaintyHigh Low
✓ Both should be used and measured equally
✓ Both have very different dynamics, project managers need to know how to adapt
Effective inin situations with HIGH
uncertainty
ORGANIZATION | CHANGE MANAGEMENT | ONGOING IMPROVEMENT
General
Level of maturityMethodologies: Agile, Predictive (Gantt)... or both?
Agile
Effective inin situations with LOW
uncertainty
Predictive
UncertaintyHigh Low
✓ Both should be used and measured equally
✓ Both have very different dynamics, project managers need to know how to adapt
✓ Both can (and should) coexist within the same portfolio
What skills should a Project Manager have?
✓ Track progress ✓ Economic management✓ Manage Procurement / revenue ✓ Manage risks ✓ Communicate his project (Formal and Informal
communication)✓ Manage resources
Average
Level of maturity
ORGANIZATION | CHANGE MANAGEMENT | ONGOING IMPROVEMENT
The project manager should know about the technical content of the project.
Also he should be able to:
Is a Project Management Office (PMO) necessary?
The answer is different for each company, you should consider the following elements:
✓ Level of Project Management maturity✓ Chaos and disarray in the company✓ Organizational complexity✓ Type of business✓ Project co-dependence✓ Project leaders✓ Strategic alignment
ORGANIZATION | CHANGE MANAGEMENT | ONGOING IMPROVEMENT
High
Level of maturity
Is a Project Management Office (PMO) necessary?
The answer is different for each company, you should consider the following elements:
✓ Level of Project Management maturity✓ Chaos and disarray in the company✓ Organizational complexity✓ Type of business✓ Project co-dependence✓ Project leaders✓ Strategic alignment
A PMO allows levels of coordination that are difficult to reach with an ordinary organizational structure.
A PMO provides strategic focus.
ORGANIZATION | CHANGE MANAGEMENT | ONGOING IMPROVEMENT
High
Level of maturity
Methods and Method Frameworks
They provide:
✓ Process standardization✓ Existing models High
Level of maturity
ORGANIZATION | CHANGE MANAGEMENT | ONGOING IMPROVEMENT
Methods and Method Frameworks
They provide:
✓ Process standardization✓ Existing models
But, are these best practices or standard practices?
High
Level of maturity
ORGANIZATION | CHANGE MANAGEMENT | ONGOING IMPROVEMENT
2Change Management
Prerequisites for a successful transition
1. Top management should support project-based management
ORGANIZATION | CHANGE MANAGEMENT | ONGOING IMPROVEMENT
General
Level of maturity
Prerequisites for a successful transition
1. Top management should support project-based management
2. Deployment must have a leader.
ORGANIZATION | CHANGE MANAGEMENT | ONGOING IMPROVEMENT
General
Level of maturity
Prerequisites for a successful transition
1. Top management should support project-based management
2. Deployment must have a leader.
3. If you lack the above, don’t even try: resistance from the organization will prevent youfrom achieving success.
ORGANIZATION | CHANGE MANAGEMENT | ONGOING IMPROVEMENT
General
Level of maturity
Prerequisites for a successful transition
1. Top management should support project-based management
2. Deployment must have a leader.
3. If you lack the above, don’t even try: resistance from the organization will prevent youfrom achieving success.
ORGANIZATION | CHANGE MANAGEMENT | ONGOING IMPROVEMENT
General
Level of maturity
Obtain support from company management before taking any action!
Bottom-up approachTop-down approach
Approaches - “pincer” effect
ORGANIZATION | CHANGE MANAGEMENT | ONGOING IMPROVEMENT
General
Level of maturity
Bottom-up approachTop-down approach
Approaches - “pincer” effect
ORGANIZATION | CHANGE MANAGEMENT | ONGOING IMPROVEMENT
General
Level of maturity
✓ Compulsory (from top mgmt)✓ Presence of control models✓ Report-based Tracking
✓ Risks✓ Documents✓ Budgets✓ Progress...
Bottom-up approachTop-down approach
Approaches - “pincer” effect
ORGANIZATION | CHANGE MANAGEMENT | ONGOING IMPROVEMENT
General
Level of maturity
✓ Compulsory (from top mgmt)✓ Presence of control models✓ Report-based Tracking
✓ Risks✓ Documents✓ Budgets✓ Progress...
✓ Evangelization✓ Training✓ Active listening✓ Reality
Bottom-up approachTop-down approach
Approaches - “pincer” effect
ORGANIZATION | CHANGE MANAGEMENT | ONGOING IMPROVEMENT
Both should be used jointly
General
Level of maturity
✓ Compulsory (from top mgmt)✓ Presence of control models✓ Report-based Tracking
✓ Risks✓ Documents✓ Budgets✓ Progress...
✓ Evangelization✓ Training✓ Active listening✓ Reality
Take a Running Start
1. Choose your first move wisely
2. Involve well-trained, aligned people
3. Choose sensitive projects as test-candidates
4. Enable comparison with reliable metrics
ORGANIZATION | CHANGE MANAGEMENT | ONGOING IMPROVEMENT
General
Level of maturity
Give back part of what you receive
✓ To Management Portfolio view
✓ To Project Managers Planning, control, resources
✓ To Team Members Collaboration, visibility
✓ To Stakeholders Information
General
Level of maturity
ORGANIZATION | CHANGE MANAGEMENT | ONGOING IMPROVEMENT
Give back part of what you receive
✓ To Management Portfolio view
✓ To Project Managers Planning, control, resources
✓ To Team Members Collaboration, visibility
✓ To Stakeholders Information
Everyone in the organization has to see the benefits of PPM
General
Level of maturity
ORGANIZATION | CHANGE MANAGEMENT | ONGOING IMPROVEMENT
3Ongoing Improvement
Alone or with help?
ORGANIZATION | CHANGE MANAGEMENT | CONFIGURATION | ONGOING IMPROVEMENT
Alone or with help?
If you get on it every day, thetool will work: you will get inshape.
ORGANIZATION | CHANGE MANAGEMENT | CONFIGURATION | ONGOING IMPROVEMENT
Alone or with help?
If you get on it every day, thetool will work: you will get inshape.
If you lack the time, energy,resources or ability to convinceothers, you need help.
ORGANIZATION | CHANGE MANAGEMENT | CONFIGURATION | ONGOING IMPROVEMENT
Alone or with help?
ITM Platform's Implementation Service – delivered online or through partners - can get you started in seven days
If you get on it every day, thetool will work: you will get inshape.
If you lack the time, energy,resources or ability to convinceothers, you need help.
ORGANIZATION | CHANGE MANAGEMENT | CONFIGURATION | ONGOING IMPROVEMENT
Conclusions
1. Decide and define what is centralized / standardized
2. Adopt an organizational model
3. Embark on simple processes
4. Ensure you have support from company management
5. Offer training, convince others and add value.
6. Consider whether you need help
7. Use the Kanban template available in ITM Platform
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