the agile pmo
DESCRIPTION
The Agile PMO: From Process Police to Adaptive Governance: This webcast provides techniques for an Agile PMO and discusses how those concepts are being applied in the industry. Presented by LitheSpeed.TRANSCRIPT
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TheAgilePMO
PresentedbySanjivAugustine
July22,2009
FromProcessPolicetoAdaptiveGovernance
• WhyanAgilePMO?• SettinguptheAgilePMO• ScalingScrumthroughAdaptiveGovernanceo ProjectPrioritization&Selectiono PortfolioTrackingo ResourceManagemento SustainableAgileAdoption
• Q&A
Agenda
Adap0veGovernance
Adap&vegovernanceisthecollabora've,flexibleand
learning‐basedmanagementofprograms
andpor5olios.
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WhyanAgilePMO?
WhyanAgilePMO?
HowarePMOsDoing?
“TherecentresearchliteratureonPMOsprovidesanambiguouspictureofthevaluecaseforPMOsandsuggeststhetenuousnatureoftheircurrentposi0oninmany
organiza0ons.”
‐HurtandThomas,BuildingValuethroughSustainablePMOs,ProjectManagementJournal,March2009
“53%ofCIOssaytheirITprojectpriori0za0onispoli0callydriven.”
‐CIOInsight,2004
“Theinfluenceofaconserva0ve,process‐orientedpersonalityintotheworldofagile
technologiesandagile‐thinkingtechnologistsisnearlyasra0onalasusinga
WorldWarItrenchwarfaregeneral’smindsettodirecttheeffortsinAfghanistan.”
‐CascaquotedbyThornberry,PMOskeepprojectsontrackandunderbudget,ZDNetAsia
Someofthechallenges/problemsfacedbyPMOs:
• Lackofauthorityandexecutivesupport• Lackofdemandmanagement• Focusonupwardsreporting• Processstandardizationandauditingrigidity• Over‐relianceonprojectportfolio
managementtools• Staffversuslineorganizationalstructure:
createsoverhead,lackofaccountabilityandcareerplateau
• Misalignmentoftools,techniquesandreportingwithAgilemethods
• PMOsperceivedas“processpolice”whoblockratherthanenable
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SettinguptheAgilePMO
TwoVisionsforthePMO
“Anorganizationalunittocentralizeandcoordinatethemanagementofprojectsunderitsdomain.APMOoverseesthemanagementofprojects,programsoracombinationofboth.”
Agroupofprojectleaderswhoachievetheseresults:
• Weincreasereturnoninvestmentbymakingcon&nuousflowofvalueourfocus.
• Wedeliverreliableresultsbyengagingcustomersinfrequentinterac&onsandsharedownership.
• Weexpectuncertaintyandmanageforitthroughitera&ons,an&cipa&on,andadapta&on.
• Weunleashcrea0vityandinnova0onbyrecognizingthatindividualsaretheul&matesourceofvalue,andcrea&nganenvironmentwheretheycanmakeadifference.
• Weboostperformancethroughgroupaccountabilityforresultsandsharedresponsibilityforteameffec&veness.
• Weimproveeffec0venessandreliabilitythroughsitua&onallyspecificstrategies,processesandprac&ces.
AGuidetotheProjectManagementBodyofKnowledge(PMBOK®Guide),ThirdEdi&on©2004 Declara'onofInter‐dependence,h]p://pmdoi.org[©2005DavidAnderson,SanjivAugus&ne,
ChristopherAvery,AlistairCockburn,MikeCohn,DougDeCarlo,DonnaFitzgerald,JimHighsmith,OleJepsen,LowellLindstrom,ToddLi]le,KentMcDonald,PollyannaPixton,PrestonSmithandRobertWysocki.]
HowbestcanaPMOaidindeliveringbusinessvalueacrossmultipleprojects,programsandportfolios?
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• Encourageface‐to‐facedialogueacrosslevels• Createoverlappingmanagementwith“linkingpins”• RuntheLean‐AgilePMOasanAgileprojectteam
Source:TheLeanAgilePMO,SanjivAugustineandRolandCuellar(CutterConsortium2006)
Organiza0onalStructure
Oscilla0ngBetweenInforma0onDiscoveryand
Integra0on
Acentralizedstructureworkswellfordiscovery,becausetheindividual’sroleistoWind
informationandreportitback.Incontrast,arichlyconnected
networkworksbestforintegrationanddecision
making,becauseitallowstheindividualtoheareveryoneelse’sopinionaboutthe
expectedreturnfromeachofthealternatives.
‐AlexPentland,HowSocialNetworksNetworkBest,HarvardBusinessReview,
February2009
Imagefromwww.crea'on'ps.com/bees.html
• Optimizeforthroughput,notutilization
• LimitWorkinProcess(WIP),notteamfreedom
• ObsessabouttheFlowofvalue,nottheprocess
LeanPrinciplesfortheAgilePMO
Throughput
Throughputinprojectpor5oliomanagementistherateatwhichprojectsnetmoneyforthebusiness.
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AgilePMOsconsiderScrumteamstobetheircustomers,andsupportthemin:
• Bringingleandisciplinetoprojectprioritization&selection
• TrackingprojectportfoliosusingAgiletrackingtechniques
• Movingtowardsastableteamsmodelofresourcemanagement
• ScalingandsustainingagileadoptionbysupportingandempoweringScrumteams
AnAgileRoleforthePMO
Adap0veGovernance
Adap&vegovernanceisthecollabora've,flexibleand
learning‐basedmanagementofprograms
andpor5olios.
ProjectPrioritization&Selection
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TheTypicalProjectPorXolio
Source:TheLeanAgilePMO,SanjivAugustineandRolandCuellar(CutterConsortium2006)
• ToomuchWorkinProcess(toomanyin‐Wlightprojects)
• Noprojectprioritizationbybusinessvalue
• Resourceoverutilization
• Dangerousvariation(largebatchsizes,unregulateddemand,irregularrateofservice)
• Terminatesickprojects• Splitlargeprojectsinsmallerones• Prioritizeprojectsbybusinessvalue,atleastwithinbusinessunit
• Limitdevelopmenttimeframetomonths• Reprioritizeprojectsregularly
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Development
3 24
Li\le’sLaw
WIP
Comple&onRate
Por5olioRealignment
BusinessGoals&Strategy Produc0on Sunset
CycleTime=
Backlog
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• Shouldwedothisprojectatall?• Determinerankingcriteria• Rankprojectsandcreaterankedprojectbacklog
ProjectIden0fica0on&Selec0on
ExampleProjectSelec&on
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PortfolioTracking
• Featureslaidoutonindexcardsasperoverallreleaseplan
• Cardcolorsidentifyagileteams
• Labelsidentifydependentteams
• Rowstrackfeaturestreams• Columnstracksprints/timeline
Por5olioAlignmentWall
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ManagetheFlow
• Limitrequestbacklogtoafewitems• PrioritizerequestsbyValue• Measuretimetodeliversmall,medium
andlargerequests• Trackandmanageworkinprocess
(WIP)tooptimizethroughput• Optimizedeliveryspeedbylimiting
work‐in‐processtoobservedcapacity,thusensuringcontinuousWlowofvalue.
0 25 50 75 100 125 150 175
9-O
ct
23-O
ct
6-N
ov
20-N
ov
4-D
ec
18-D
ec
1-Ja
n 15
-Jan
29-J
an
12-F
eb
26-F
eb
11-M
ar
Time
Features
Inventory Started Designed Coded Complete Bad:Raggedflow,longcycle&me(StartedtoCompleted)
Be\er:Smoothflow,fastdelivery
IdentifyandaddressbottlenecksinworkWlowstagestosmoothFlowofvalue.
ResourceManagement
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Tradi0onalResourceManagement
• Runmanyprojectsconcurrently,withsimilarpriorities
• Splitresourcesbetweenmultipleprojects
• Stressmaximumresourceutilization
• ROIonlyafterprojectsaredone Time
Projects&Resources
ROI
CostsofTask‐Switching
Source:ManagingNewProductandProcessDevelopment,ClarkandWheelwright,p.242,1992
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• Multiple,stableteamseachfocusedonasingleprojectatatime
• Dedicatedtoplatformsorlinesofbusiness
• Platformownerprioritizesnextproject
• Result:o Supportmultiplelinesofbusiness
simultaneouslyo Focusedeffortresultsinquick
deliveryforindividualprojectso Clearaccountability
o Stabilityandpredictability
Source:TheLeanAgilePMO,SanjivAugustineandRolandCuellar(CutterConsortium2006)
StableTeams
Leanorganizations:• Dedicatecoreresourcestoeachprojectteam
• Ensurethateachteamhasallresourcesneededtocompleteprojects
• Stressmaximumprojectthroughput
• ROIdeliveredincrementallywitheachprojectrelease
LeanResourceManagement
ROI
Time
Projects&Resources
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“…foralargeorganizationtoworkitmustbehavelikearelatedgroupofsmallorganizations.”
E.F.Schumacher,SmallisBeautiful
Conqueranddividebybuildingafederationofagileteams:• Buildthe“whole”intothe“parts”• Setasizelimit(e.g.7+/‐2people)• Togrow,breakoffnewintegratedAgileteamswhenteamsizelimitisreached
• CoordinateathigherlevelviaAgilePMO
ScalingAgileTeams
SustainableAgileAdoption
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• Conductoneononesessionswithmanagersandexecutives
• Establishatrainingcurriculum• CreateanAgilecareerpath• LocateAgilecoachesintheAgilePMO
• Provideprojectteamcoachingandmentoring
• ProvidetrainingandcoachingonAgileEngineeringtechniques
Educa0onandCoaching
Createadefinedandreliableprocess:• Standardizehighlevelprocesssteps,deliverables,toolsandartifacts
• Agreeonprocessauditprocedures• Developstandardprocessmetrics
ProcessStandardiza0on
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ContactUsforFurtherInforma0on
OntheWeb:
http://www.lithespeed.comhttp://www.sanjivaugustine.com
"IonlywishIhadreadthisbookwhenIstartedmycareerinsokwareproductmanagement,orevenbe]eryet,whenIwasgivenmyfirstprojecttomanage.Inaddi&ontoprovidinganexcellenthandbookformanagingwithagilesokwaredevelopmentmethodologies,ManagingAgileProjectsoffersaguidetomoreeffec&veprojectmanagementinmanybusinessselngs."JohnP.Barnes,formerVicePresidentofProductManagementatEmergis,Inc.