transforming today's cio: agile pmo planning to support business needs
TRANSCRIPT
Transforming Today’s CIO:Agile PMO Planning To Support Business Needs
Margo Visitacion, Vice President/Principal Analyst
© 2016 Forrester Research, Inc. Reproduction Prohibited 2
Agenda
› Customer obsession disrupting traditional CIO Role
› Digital disruption calls for an Agile mindset
› The Agile PMO: What good looks like
› The path ahead: portfolio ecosystem
71% 70%
“Our strategic planning process places a high priority on enhancing customer acquisition, retention and loyalty”
Marketing leadersagree
Tech management leadersagree
“Agree that the CIO is actively engaged in strategic planning process”
61% 76%Marketing leaders agree Tech management leaders agree
Source: Forrester/Forbes Q3 2014 US Marketing And Tech Management Survey
© 2016 Forrester Research, Inc. Reproduction Prohibited 6
Agenda
› Customer obsession disrupting traditional CIO Role
› Digital disruption calls for an Agile mindset
› The Agile PMO: What good looks like
› The path ahead: portfolio ecosystem
© 2016 Forrester Research, Inc. Reproduction Prohibited 7
Agility And Experimentation Are Key Skills In A Disruptive Marketplace
Torchbearer CEOs put more emphasis on agility and experimentation
Source: IBM 2015 Global C-Suite Study
Significant gaps exist between torchbearers and followers
© 2015 Forrester Research, Inc. Reproduction Prohibited 8
66%
73%
Customer Focus Changes How Businesses Organize
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Agile Puts Tech Teams Closer To The Customer
More than just a methodology, companies are adopting an Agile mindset
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Agile Mindset Puts PMOs Into The Crosshairs
Too centralized – • 38% of PMO and project managers in same group
Suffer the worst relationships with development teams• 48% have a positive relationship (compared to 65% with
business users)
Business/IT trust and support• 60% cite at least a moderate challenge
© 2016 Forrester Research, Inc. Reproduction Prohibited 11
Agenda
› Customer obsession disrupting traditional CIO Role
› Digital disruption calls for an Agile mindset
› The Agile PMO: What good looks like
› The path ahead: portfolio ecosystem
© 2016 Forrester Research, Inc. Reproduction Prohibited 12
How? Stop Thinking Inside Out
PMO
Command/Enforce
Reporting
TrainingTools
ProjectTemplates
What methodology
should I push out?
How can I make them listen to me?
How do I make them use the tools
I selected?
Can I get support for certification
training?
© 2016 Forrester Research, Inc. Reproduction Prohibited 13
How? Start Thinking Outside In
PMO
Capacity Planning
Value Stream
Prioritization
Agile Leadership/Coaching
Analysis Portfolio
Ecosystem
Portfolio Facilitation
How do we select for value?
What are our Strategic themes?
What are the right programs?
How do we help our teams?
What do our customers need?
Did we achieve ourobjectives?
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Strategic Planning Office (SPO)
Agile PMOIT Project Delivery Operations Project Delivery
Business Unit PMO(Product)
Business Unit PMO(Marketing)
Sales
Latticed Approach Provides Support, Not Bureaucracy
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Three Characteristics Of Agile Planning Processes
Agile PMO as a facilitator
Agile PMO as a facilitator
Agile PMO as an analyst
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Sal
es &
Mar
ketin
g
Hum
an R
esou
rces
Fina
nce
Logi
stic
s
Cal
l Cen
ter
Value Stream
• Can Value Stream give me a clearer understanding of costs?• Can this help align with strategic objectives?• Will this help with faster, better decision making and problem resolution?
BudgetingTime To Delivery
Facilitate: Use Value Streams To Help Prioritize
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Facilitate: Continuous Planning And Delivery
Release Planning By Quarter
The Living Roadmap: Continuous Planning On A Cadence
Q1 Q2 Q3 Q4
Yearly Plans For Initiatives (Budget)
DevOps DevOps DevOps DevOps
Roadmap Review Roadmap Review Roadmap ReviewFY Planning FY Planning
Portfolio UpdatePortfolio Update Portfolio Update
Portfolio Update
Source: ADP/Forrester
© 2015 Forrester Research, Inc. Reproduction Prohibited 18
Supporting Teams By Limiting WIP/Managing Dependencies
Senior Product/ Program Owner
Development Leader
Architect/UX Leader
Scrum Master
DevOps Arch/Dev PCOE
DevOps
Arch.
ePMO
Test
t
t
t
t
t
t
t
t
t
t
t
t
CoEs
Shared Services
ScrumSquads
Planning Teams
PPMO Supports
© 2016 Forrester Research, Inc. Reproduction Prohibited 19
Agenda
› Customer obsession disrupting traditional CIO Role
› Digital disruption calls for an Agile mindset
› The Agile PMO: What good looks like
› The path ahead: portfolio ecosystem
© 2016 Forrester Research, Inc. Reproduction Prohibited 20
The Portfolio Ecosystem: Transparency
CRMERP
CMDB
FinanceEAMSALM
Value
Capacity
Data
Time To Realize
Portfolio Management Tools
© 2013 Forrester Research, Inc. Reproduction Prohibited 21
Agile PMO Short List
The Agile PMO
Understand pains to prioritize quick wins
Over-allocated key resources
Lack of visibility at dependencies at the portfolio level
Inconsistent issue and change management
Insufficient change management to prepare organization
Inconsistent messaging
Take a pragmatic approach
Kanban prioritization
Time box and commitment over schedules (Really!)
Focus on health, capacity and limiting work in progress
Identify waste and get rid of obstacles
Start capturing data now
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Agile KPIs And Metrics
Productivity Value Quality
Velocity Business value delivered/Ranked items committed and delivered
Cost of delay
Features delivered Success criteria of epic met
Customer satisfaction
Features accepted Successful delivery of strategic themes
Code quality
Actionable Understandable
Accessible
SpecificMeasurableAchievableRelevantTimely
Immediately actionableNegotiableValuableEstimableSized to fitTestable
© 2016 Forrester Research, Inc. Reproduction Prohibited 23
Recommendations1. Clarify the vision for the PMO with execs and
come to agreement about objectives, goals and outcomes
2. Put yourselves in your customer’s shoes
3. Use value streams to identify priorities and reduce waste
4. Measure your PMO on engagement and enablement
© 2016 Forrester Research, Inc. Reproduction Prohibited 24
Innotas Company OverviewCloud portfolio management solutions to
improve value contribution by connecting planning & execution
Disruptive technology and a history of market “firsts” – most recently Predictive Portfolio Analysis (PPA)
500+ customers, including proven enterprise-wide deployments in Healthcare, Financial Services, Technology, Government, & Education
Project Portfolio ManagementEffectively manage project requests, resources, budgets and projects
Application Portfolio ManagementAnalyze and manage IT tasks needed to sustain existing operations
Predictive Portfolio AnalysisPredict, plan, and re-plan your highest value portfolio that aligns with business goals
Resource ManagementProductive alignment of IT resource capabilities and availability
“Leader”Cloud-nativeMulti-tenant
© 2016 Forrester Research, Inc. Reproduction Prohibited 25
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