having a pmo with agile flavor
TRANSCRIPT
March 2015, Adelaide, SA
Imad Alsadeq, OPM3®, MB™, MSP®, PMP®, PMI-RMP®, PMOC, MCP, EFQM.
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2015 Permission is granted to PMI for PMI® Marketplace use only
• Now and Here,
• Apply to your PMO,
• Listen as if you will represent it, and
• Get ready with your questions and feedback.
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UnrealizedStrategy
EmergentStrategy
Source: Mintzberg, H., Ahlstrand, B. & Lampel, J., 1998. Strategy Safari
An agile delivery
requires
an Agile PMO
Replace the word strategy with: DeliverableBenefitOutcomeMethodologyDeadlineScopeTarget…
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•PMO Types / Levels
• Improvement dilemma
Agile Improving PMO
•Operation plan
•Agile your plan
Operate an Agile PMO
•Traditional PMO Establishment
•Adding Agile Flavor
Establish a PMO using Agile Techniques
•What is a PMO?
•What is Agile?
•The Magic mixture
Revisiting Basics
What is a PMO?
What is Agile?
The magic mixture
Revisiting Basics
Establish a PMO with Agile Tech
Operate Agile PMO
Agile Improving PMO
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What is a PMO?
Source: PMBOK® Guide Fifth Edition
Better
Applying &
Requirement
Better
Project
Management
The application of knowledge, skills,
tools and techniques to project
activities to meet project
requirements
You are in need for:
Management structure that
standardizes the project
related governance processes
and facilitates the sharing of
resources, methodologies,
tools, and techniques.
Then
8Source: PMBOK® Guide Forth Edition
What is a PMO?
1. Report project status to upper management
2. Develop and implement a standard methodology
3. Monitor and control project performance
4. Develop competency of personnel, including training
5. Implement and operate a project information system
(PMIS)
6. Provide advice to upper management
7. Coordinate between projects
8. Develop and maintain a project scoreboard
9. Promote PM within the organization
10. Monitor and control performance of PMO
10Source: Hobbs & Aubry PMI, 2010
Project Management
• Kodak’s AdvantixPhotographic system– One of the best new products
of 1996 (Business Week)
– PMI International Project 1997
• After the Project– Kodak's stock price has fallen
67% since the introduction of the Advantix system
Project Outcome
• Sydney Opera House– Time Plan was 4 years –
Finished after 14 years
– Budget was 7M – Actual cost about 102
• After the Project– One of the most recognized
buildings in the world
– For the year ended 30 June 2011, total income was about 120M
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Project outcome added value
(Your/Your Organization Value)
Contribution to the Org. Strategy
(Portfolio, Program)
Competing Demands Balancing
(Project Management)
Stakeholders’ Satisfaction
(New PMBOK KA)
Project Success
• Classical methods of software development have many disadvantages:
– Huge effort during the planning phase
– Poor requirements conversion in a rapid changing environment
– Treatment of staff as a factor of production
13Source: Joint Advanced Student School, Belkina, 2006
• Agile is a group of software development methodologies based on iterative and incremental development, where requirements and solutions evolve through collaboration between self-organizing, and cross-functional teams.
• The Agile Manifesto introduced the term in 2001.
http://en.wikipedia.org/wiki/Agile_software_development 14
16http://www.versionone.com/
1. Accelerate time to market
2. Manage changing priorities
3. Better align IT/Business
Capability required to reap the benefits of faster delivery:
• Team Capability
• Organizational Capability
• Technical Capability
• Integration Base
17Adopted from: HM Government | Agile Faster Delivery Report
PMO EstablishmentAdding Agile Flavor
Revisiting Basics
Establish a PMO with Agile Tech
Operate Agile PMO
Agile Improving PMO
Business Driven PMO Operation
Transition ImplementationProcess & Procedures EPM System Competency Development
The Reason BehindPMO Framework PM Infrastructure Individuals’ Competencies
Mutual Awareness
Proposed Solutions Client Culture
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1. lack of client/top Mgmt. knowledge and willing to change,
2. Wrong expectation/understanding from day one,
3. Introducing PMO as top Mgmt. guard not PM Supporter,
4. Beginning with processes and auditing rather education,
5. Lack/Wrong resources selected to join the PMO, and
6. The PMO is not used nor treated as a change agent.
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• Our highest priority is to satisfy the customerthrough early and continuous deliveryof valuable PMO.
• Welcome changing requirements, even late in establishment.
• Working PMO is the primary measure of progress.
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• Build elements around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
• The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
• Simplicity -the art of maximizing the amount of work not done- is essential.
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Satisfy Customer
Work Together Daily
Working Software
Simplicity
Welcome Changing
Trust Your Team
Face-to-Face Conversation
Self-organizing teams
Shorter Timescale to deliver 2:8
Promote Sustainable
Good Design enhance agility
Retrospective
• Scrum is an iterative, incremental framework for project management often seen in agile software development, a type of software engineering.
• Other Agile Methods
– Extreme Programming
– Adaptive Software Development (ASD)
– Dynamic System Development Method (DSDM)
http://en.wikipedia.org/wiki/Scrum_(development) 26
As Is
As To Be
To Be
Monthly Progress Meetings
Daily/Ad hock meetings
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Milestone
Footstone
Process, tools,
people
Working PMO
• Business driven, agile based, and manage the change.
• Success is measured against needs and benefits realized not finished deliverables.
• Aim is to realize benefits not to be on schedule.
• Benefit is an outcome of actions, behaviors, product or services that provides utility to the sponsoring organization as well as program stakeholders.
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Qualified team
Capabilities
Integrated tools and
methodologies
Resources and Knowledge
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Develop PM Methodology
Outputs
Implement MS EPM
Acquire PMO Team
Prepare PMO Logistics
PMO internal website
Train PMO Team
Outcomes
Managing Projects & Programs effectively
Success Projects and
Programs
Higher OPM Maturity
BenefitsStrategic objectives
Better application for methodology,
tools, and knowledge
Increase Process efficiency and effectiveness
Operation plan
Agile your plan
Revisiting Basics
Establish a PMO with Agile Tech
Operate Agile PMO
Agile Improving PMO
• 3/6 months detailed plan, 1/2 year general directions
• For us and for others
• Operation Streams– Managing PPP
– Training
– Methodology
– Technology
• PMO KPIs
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Project ManagementMethodology Selection Matrix
Source: PMI white paper: The benefits of tailoring Making a project management Methodology fit
How often are your projects successful?
How mature is your organization in relation to professional project management practices?
• Decide the lead and lag KA in each project / Find your triple lag/effect/results,
• Afford the right effort amount to the right management area,
• Plant Benefit & Change management mindsets.
Knowledge Area Class RationalCause/Effect
Integration Lead Enabler Cause
Scope Lag Result Effect
Time Lead Enabler Cause
Cost Lead Enabler Cause
Quality Lag Result Effect
Human Resource Lead Enabler Cause
Communications Lead Enabler Cause
Risk Lead Enabler Cause
Procurement Lead Enabler Cause
Stakeholders Lag Result Effect
Benefit Lag Result Effect
Change Lead Enabler Cause
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35Source: Kotter, John. Accelerate: building strategic agility for a faster-moving world, 2014
Hierarchy,
To perform today’s job well, making incremental changes to further improve efficiency, and handling those strategic initiatives that help a company deal with predictable adjustments, such as routine IT upgrades.
A DUAL OPERATING SYSTEM
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Network,
Constantly evolving and dynamic solar system. Initiatives and sub-initiatives merge and disband as needed.
Permits a level of individualism, and creativity.
A DUAL OPERATING SYSTEM
Source: Kotter, John. Accelerate: building strategic agility for a faster-moving world, 2014
PMO Types / Levels
Improvement dilemma
Revisiting Basics
Establish a PMO with Agile Tech
Operate Agile PMO
Agile Improving PMO
• Improvement
– Phases,
– Sprints
– Combination
Quarterly Healthcheck
Annually Improvement Plan
2 or 3 years of General Directions
Alive Retrospective
• People win all the time,
• Change Management mindset,
• Tailor for them, so they tailor success for you,
• People lead, robots do that only in the movies.
1. An agile delivery requires an agile organization,
2. Intended + Emergent = Realized ----- ,
3. PMO supports adaptive and definitive projects,
4. Agile is a mindset and principles for everything not only software,
5. Alive tailoring and dual structure is essential for agile operation,
6. Focus on the overall organizational capabilities not only yours,
7. Human side is always the winner.
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Imad Alsadeq,