agile adoption the key to a successful the agile...
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@ZenergyTech • [email protected] • @jjschreuder • www.iterationsofjason.com
The Agile PMO: The Key to a Successful Agile Adoption
Principal Agile Consultant
Jason Schreuder
▷ 9+ years of Agile, coaching, training and leading agile teams in the military and technology industries
▷ experience leading an Agile PMO and an Agile adoption in a global technology company developing manufactured devices
▷ alphabet soup of certifications
▷ from Apex, North Carolina Helping people, teams, and organizations pursue the ability to
engage and affect their environment so that they can adapt to a complex
and ever changing world.
▷ How agile planning differs from traditional
▷ The challenges of an Agile approach in 21st Century Product Development
▷ Success patterns of an Agile PMO (6)
▷ Agile Project Managers: Reframing the Role
Where are we going?
How Agile Planning Differs From Traditional
_______________________________________
Hofstadter’s Law: It always takes longer than you think, even when taking into account Hofstadter’s Law -- Douglas Hofstadter (1979)
Traditional Planning
Agile Planning
Agile planning is not done only up-front. Instead, we plan throughout the project
because
the build-measure-learn cycle (trial and demonstration with customer feedback) helps us understand the real requirements, which requires us to plan again (and over and over . . .)
thus
midcourse adjustments throughout the project are the expected and encouraged
Is quite different
“Plans are nothing. Planning is
everything.
Dwight D. Eisenhower,General of
the U.S. Army
The Challenges of an Agile Approach in 21st Century Product Development
_______________________________________
21st Century Agile
is Complex!
Why do projects fail?
What is a successful project?
▷ Organizations & systems are complex
▷ Teams need governance
▷ Making adjustments is a good thing
▷ We want to improve along the way
▷ We need an adaptive approach
Products over Projectsprojects . . .organize work into temporary, build-only teams and are funded with specific benefits projected in a business case. Product-mode instead uses durable, ideate-build-run teams working on a persistent business issue. Product-mode allows teams to reorient quickly, reduces their end-to-end cycle time, and allows validation of actual benefits by using short-cycle iterations . . . Products over Projects,
Sriram Narayan of ThoughtWorkshttps://martinfowler.com/articles/products-
over-projects.html#WhatIsProduct-mode
Success Patterns of An Agile PMO▷ Milestone Monitoring
▷ Team Development
▷ Delivery Enablement
▷ Work Visualization
▷ Prioritization & Selection
▷ Leadership Collaboration
Facilitate the identification, tracking, and announcement of milestones. This should be baked into your product development process.
Performance & Delivery
Stakeholder Engagement
Milestone Monitoring
▷ Vision
▷ Design
▷ Viability
▷ Functionality
▷ Readiness
▷ Satisfaction
▷ Resource People Management
▷ Dedicate critical (core) skills to each product line
▷ Each team (or team of teams) team has all skills and people needed
▷ Focus on throughput
▷ Deliver value incrementally with each release, validate ROI
Team Development
“In product development, our greatest waste is not unproductive engineers, but work products sitting idle in process queues.
Don Reinertsen
▷ Execute vision
▷ Track Progress
▷ Manage Work Intake
▷ Capacity & Capability Management
▷ Impediment Removal
Delivery Enablement
▷ Manage Flow
▷ Cross Team Coordination
▷ Operational Cadence of Meetings
▷ Improve Collaboration
Work Visualization
▷ Focus on value
▷ Iterative approach to releases and funding
▷ Complexity & Risk Management
Prioritization & Selection
Are you having these conversations with your Product Leadership team?
▷ Systems Thinking
▷ Strategic Partnerships
▷ High-Performance Engineering
Leadership Collaboration
Agile Project Managers:Reframing the Role_______________________________________
▷ Traceability
▷ Stakeholder Engagement (Product Leadership, Professional Services, Finance)
▷ Risk Analysis
▷ Contracting & Procurement
▷ Process Improvement
Project Managers can Add Value
▷ An Organization Navigator
▷ A Collaboration Conductor
▷ An Evolutionary Governance Advocate
▷ A leader, darnit!
At a Higher Level, be
