the role of project professionals creating agile organisations - pmi uk agile forum - 18th sept 2014

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18 t h September 2014 I 18 :30h I She l l , London

PMI®

UK Agile Forum

#PMIUKAgileCoP

Project Professionals Creating Agile

Organizations?

Proudly presents

Andrea Darabos PMP®, PMI -ACP® –

Lean Ag i le Trans format ion Coach

andrea@leanadvantage .c o . uk

2Project Professionals Creating Agile Organizations? – Andrea Darabos, Lean Advantage Ltd. ©

About Me

Andrea Darabos, PMP®, PMI-ACP®

• Enterprise Lean Agile coach, Trainer

• Worked with highly distributed large

enterprises in the US, Asia and Europe

• Agile Portfolio Program Office and

Lean Agile Transformations specialist

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Why Agile?

Project Professionals Creating Agile Organizations? – Andrea Darabos, Lean Advantage Ltd. ©

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Keeping Pace

▸We’ve had Moore’s Law for hardware and now software is eating the world

▸Our development practices haven’t kept pace. Agile shows the greatest promise, but was developed for small teams

▸We need a new approach that harnesses the power of Agile and Lean and applies to the needs of the largest software enterprises


Our development methods must keep pace with an

increasingly complex world driven by software

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We thought we’d be programming like this


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But sometimes it feels like this


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Accelerating Value Delivery

Early value delivery accumulates and accumulates

Time

Va

lue

Deliv

ery


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Delivers Better Fit for Purpose

TIME

Waterfall result

Agile

resultMeasure of

waterfall customer

dissatisfaction


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Agile Reduces RiskR

isk

Agile

Waterfall

Time

Deadline

?


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Variety of Agile Methods

SCRUM

EXtreme Programming

KANBAN

SCRUMBAN

…

Beyond Agile

Lean, Continuous Improvement


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MYTHS #1

Myth #1No (Project) Managers are needed in Agile


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SCRUM teams self-organize


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• Create continuity (stable teams)

• Build a motivating purpose

• Provide training

• Encourage teamwork

• Define constraints and boundaries

• Adopt a coaching style

• Have a lean agile coach

• Encourage continuous learning

Preconditions for Self-OrganizingTeams


Read more: http://bit.ly/whathow_selforg

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Agile Role Evolution Can Hurt!

• Resource Managers

• Project Managers

• Program Managers

• PMO Managers

• Portfolio Managers

• Resource Managers, but stable

cross-functional teams (CFTs)

• Agile Project Managers??

• Agile Program Managers

• SCRUM Masters

• Agile Coaches

• PMO Managers

• Portfolio Managers

Traditional Agile


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Image: blogs.seapine.com


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What is an Agile Coach?

From the book

Rachel Davies:

Agile Coaching


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Different Management Focus

With agility, we maximize

value delivered.

Traditionally, we focused on

adherence to plan…


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MYTHS #2

Myth #2We can manage complexity top-down


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Project Planning


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Evolution of Governance

Traditional PMO

• Centralized Planning and Control

• Annual planning

• Project-based funding

• Project kick-off and close-down

• Work-breakdown structures

• Milestone, plan based metrics

BUT…


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Desire vs Capacity

Image by: SolutionsIQ


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The primary metric in Agile

… is working software

(customer value).


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A Story


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AGILE Projects, c.a. 8 Iterations

An Agile Program

AGILE Projects, c.a. 8 Iterations

AGILE Dev + Test Teams

Program Level SI and Test, Deployment



Maintenance team

AGILE Projects

Release Team

£

£ £

£


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An Agile Program


What Worked

+ Focus on code quality

+ SCRUM foundations

What Didn’t

- Complexity

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The Story cont’d – Step 2

Programs were relatively stable, long-living.

They were product solutions providing value for the

customer.

In essence, these were our value streams.

Some were external (customer-facing), some internal.

DeploymentDevelopmentConcept CustomerProduct Planning


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Stabilizing Value Streams

„ It is teamwork that remains

the ultimate competitive

advantage, both because it is

so powerful and so rare.”

- Patrick Lencioni,

The Five Dysfunctions of a Team


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Value Stream Based Organisation

We visualized our value streams in the Portfolio.

Each was named as a „Program, which never ends NEP”, flows continuously.

Funding was arranged per „Program”.

Stable teams were created within Programs.


£


£


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DeploymentDevelopment,

incl. Maintenance

A Value Stream later

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Concept CustomerProduct Planning

£

AGILE Teams


AGILE Dev + Test + Maintain Teams

Release Team

AGILE Teams


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DeploymentDevelopment,

incl. Maintenance

Agile Program Roles

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Concept CustomerProduct Planning

£

AGILE Teams



Release Team

AGILE Teams

Program Manager & Agile Coach

SCRUM Master

SCRUM Master

SCRUM Master

Release ManagerPM team and

Architects

PO

PO

PO


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What we learned

+ Stable, cross-functional teams

+ One common program backlog

+ Decoupling commercial releases from internal releases

But not yet there…!


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Creating Development Cadence

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£

AGILE Teams



Release Team

AGILE Teams

Strong „Program” quality governance. Reliability, Predictability

Release on Market Demand


Dependencies – Agile Program Planning

Program Backlog

(features)

US1

US

1US

1

US

2

US

3

US

2US

5

US

6

US

3

US

4

US2

US4

U

S5

US1

US3

U56

US2

US4

SAFe Video created by Inbar Oren©


http://www.youtube.com/watch?v=RXzurBazN-I

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Prioritization – Work sequencing

1, Add all work to the

backlog

• New product features

• „Architecture” features

• Maintenance bugs

• Re-factoring

• Improvements etc.

Pre-determine % capacity allocation for each.

2, Sequence all work with WSJF*

WSJF = Cost of Delay / Job duration

Assess each feature regularly** on

Cost of delay =

User-Business value

+ Time criticality

+ Risk Reduction / Opportunity enablement

* Weighted shortest job first – principle of Product Development Flow by Don Reinersten

** Re-assess unimplemented part of features (backlog refinement)


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What else?

„Program Team”30 .. 100 people

Planning Scope

Managing Risks

Improving Process, Product

Delivering Value

Having Fun

Together!


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What else?

Program Portfolio Office

• Strategy & funding

• Planning

• Program management

• Agile governance and

support


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Evolution of our Agile PMO

Traditional PMO

• Centralized Planning and

Control

• Annual planning

• Project-based funding

• Project kick-off and close-

down

• Work-breakdown structures

• Milestone, plan based

metrics

Agile PMO on Lean

Foundations

• Decentralized Planning &

Control

• Visual Management

• Rolling wave planning

• Value Stream funding

• Stable Value Streams

• Agile Program Planning

• Code quality and business

value based metrics


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Visual Management – Program KANBAN

Example board created in LeanKitSAFe templates are available


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Matching Demand with Capacity

Demand (Roadmap,

Break-down, Sequencing)

Feedback on Capacity

and Value Delivered


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PMO Delivery Metrics

• Code quality (system level)

• Feature lead times

• Program velocity

• Program release predictability

# features planned vs business value realized in internal release

Feedback on Capacity

and Value Delivered

R1 R2 R3 R4

80-100%

% Objectives Delivered


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Scaling Agile Your Way

You have a blank slate.

Figure out what works for you.


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Disciplined Agile Delivery (DAD) Process

• Hybrid, end-to-end agile

delivery lifecycle with

tailoring strategies

• Lean Agile Foundations

• Governance clarity for

Agile Program, Product

Management

Book: Disciplined Agile Delivery

(2012)

by Scott W. Ambler, Mark Lines


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SAFe Programs and DAD

inception construction transition


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MYTHS #4

Myth #3We are „Agile” now! We can relax


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Maintaining Agility

The natural trending of any process

and organization towards disorder…

unless we keep adding energy.

Second Law of

Thermodynamics


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Call for Lean Agile Managers!

„An empowered organization is one

in which individuals have the

knowledge, skill, desire and

opportunity to personally succeed

in a way that leads to collective

organizational success.”

- Stephen Covey


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Kaizen Culture(Continuous Learning and Improvement)

Program and Team level

Agility Self-Assessment

Example provided by Angel Medinilla©


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Lean Agile Enterprise Health Check

Delivery

Time to market?

Throughput of the value stream

Flow efficiency

Work in progress

Copyright © of Lean Advantage Ltd., Contact: [email protected]

Leadership Behaviors

Decision-making

Transparency

Problem-solving

Competence development

Systems

Organizational structure and

roles

Enterprise alignment

Scaled Agile governance

Continuous improvement

process

Tools and Techniques

Visual management tools

Agile portfolio management tools

Continuous Delivery practice &

tools

Continuous improvement practice


http://www.leanadvantage.co.uk/

mailto:[email protected]

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Kaizen Workshops

• Team and Program retrospectives

• Functional and Cross-functional teams

Content:

• Kaizen events

• Team Kaizen

• Product Kaizen

• Process Kaizen


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The Lean Software Wastes(Mary Poppendieck)

1, Partially

Done Work

2, Extra

Features3, Extra

Processes

4, Handoffs

5, Delays 6, Task

Switching

7, Defects 8, Unused

Skills*

* The 8th waste added by Andrea Darabos & Bazil Arden, based on the traditional lean


52Project Professionals Creating Agile Organizations? – Andrea Darabos, Lean Advantage Ltd. ©

Removing Waste from the Value Stream

Lean Lens Workshop in action

© Andrea Darabos

Lean Lens Game (cc) created by

Andrea Darabos and Bazil Arden,

2014

Shared under creative commons

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Lean Lens Workshop in action

© Andrea Darabos

Lean Lens Game (cc) created by

Andrea Darabos and Bazil Arden,

2014

Shared under creative commons


Removing Waste from the Value Stream

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It’s all about Change Management

Image sources: systems2win.com

Which professionals have the

best skillset to manage

and coach change in an

organization?


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Video - Joe Justice, Wikispeed


Unleash Agility

https://www.youtube.com/watch?v=x8jdx-lf2Dw

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Thank you for your time!

Find more info at

Slideshare

@ADarabos

Linkedin

www.leanadvantage.co.uk

[email protected]

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SAFe training & certification

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