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W9 Class 11/17/2010 12:45:00 PM "The Agile PMO: From Process Police to Adaptive Governance" Presented by: Sanjiv Augustine LitheSpeed, LLC Brought to you by: 330 Corporate Way, Suite 300, Orange Park, FL 32073 8882688770 9042780524 [email protected] www.sqe.com

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Page 1: The Agile PMO: From Process Police to Adaptive Governance · 2013-08-25 · the Agile Project Leadership Network, and member of the Project Management Institute Agile Community of

 

 

 

W9 Class 11/17/2010 12:45:00 PM 

       

"The Agile PMO: From Process Police to Adaptive Governance"

   

Presented by:

Sanjiv Augustine LitheSpeed, LLC

          

Brought to you by:  

  

330 Corporate Way, Suite 300, Orange Park, FL 32073 888‐268‐8770 ∙ 904‐278‐0524 ∙ [email protected] ∙ www.sqe.com

Page 2: The Agile PMO: From Process Police to Adaptive Governance · 2013-08-25 · the Agile Project Leadership Network, and member of the Project Management Institute Agile Community of

Sanjiv Augustine LitheSpeed, LLC For more than ten years Sanjiv Augustine, president of LitheSpeed and an industry-leading agile expert, has assisted leading companies adopt agile methods. He is the author of several publications including The Lean-Agile PMO and Managing Agile Projects. Sanjiv is founder of the Yahoo! Agile Project Management group, co-founder of the Agile Project Leadership Network, and member of the Project Management Institute Agile Community of Practice. As an in-the-trenches practitioner, he has personally managed agile projects from five to more than one-hundred people, trained thousands of agile practitioners via public classes and conference presentations, and coached numerous project teams.

Page 3: The Agile PMO: From Process Police to Adaptive Governance · 2013-08-25 · the Agile Project Leadership Network, and member of the Project Management Institute Agile Community of

The  Agile  PMO  

Agile Development Practices Conference Presented  by  Sanjiv  Augustine  

[email protected]  

November  17,  2010  

From  Process  Police  to  Adaptive  Governance  

Page 4: The Agile PMO: From Process Police to Adaptive Governance · 2013-08-25 · the Agile Project Leadership Network, and member of the Project Management Institute Agile Community of

•  Why  an  Agile  PMO?  •  Setting  up  the  Agile  PMO  •  Scaling  Scrum  through  Adaptive  Governance    o  Project  Prioritization  &  Selection  o  Portfolio  Tracking  o  Resource  Management  o  Sustainable  Agile  Adoption  

•  Q&A  

Agenda  

Adap0ve  Governance  

Adap&ve  governance  is  the  collabora've,  flexible  and  

learning-­‐based  management  of  programs  

and  por5olios.    

Page 5: The Agile PMO: From Process Police to Adaptive Governance · 2013-08-25 · the Agile Project Leadership Network, and member of the Project Management Institute Agile Community of

Why  an  Agile  PMO?  

Page 6: The Agile PMO: From Process Police to Adaptive Governance · 2013-08-25 · the Agile Project Leadership Network, and member of the Project Management Institute Agile Community of

Why  an  Agile  PMO?  

How  are  PMOs  Doing?  

“The  recent  research  literature  on  PMOs  provides  an  ambiguous  picture  of  the  value  case  for  PMOs  and  suggests  the  tenuous  nature  of  their  current  posi0on  in  many  

organiza0ons.”  

-­‐  Hurt  and  Thomas,  Building  Value  through  Sustainable  PMOs,  Project  Management  Journal,  March  2009  

“53%  of  CIOs  say  their  IT  project  priori0za0on  is  poli0cally  driven.”  

-­‐  CIO  Insight,  2004  

“The  influence  of  a  conserva0ve,  process-­‐oriented  personality  into  the  world  of  agile  

technologies  and  agile-­‐thinking    technologists  is  nearly  as  ra0onal  as  using  a  

World  War  I  trench  warfare  general’s  mindset  to  direct  the  efforts  in  Afghanistan.”    

-­‐  Casca  quoted  by  Thornberry,  PMOs  keep  projects  on  track  and  under  budget,  ZD  Net  Asia      

Some  of  the  challenges/problems  faced  by  PMOs:  

•  Lack  of  authority  and  executive  support  •  Lack  of  demand  management  •  Focus  on  upwards  reporting  •  Over-­‐reliance  of  organizations  on  PPM  

tools  •  Misalignment  of  tools,  techniques  and  

reporting  with  Agile  methods  •  Staff  versus  line  organizational  structure:  

creates  overhead,  lack  of  accountability  and  career  plateau  

•  Process  standardization  and  auditing  rigidity  

Page 7: The Agile PMO: From Process Police to Adaptive Governance · 2013-08-25 · the Agile Project Leadership Network, and member of the Project Management Institute Agile Community of

Two  Visions  for  the  PMO  

“An  organizational  unit  to  centralize  and  coordinate  the  management  of  projects  under  its  domain.  A  PMO  oversees  the  management  of  projects,  programs  or  a  combination  of  both.”  

A  group  of  project  leaders  who  achieve  these  results:  

•   We  increase  return  on  investment  by  making  con&nuous  flow  of  value  our  focus.  

•   We  deliver  reliable  results  by  engaging  customers  in  frequent  interac&ons  and  shared  ownership.    

•   We  expect  uncertainty  and  manage  for  it  through  itera&ons,  an&cipa&on,  and  adapta&on.    

•   We  unleash  crea0vity  and  innova0on  by  recognizing  that  individuals  are  the  ul&mate  source  of  value,  and  crea&ng  an  environment  where  they  can  make  a  difference.    

•   We  boost  performance  through  group  accountability  for  results  and  shared  responsibility  for  team  effec&veness.      

•   We  improve  effec0veness  and  reliability  through  situa&onally  specific  strategies,  processes  and  prac&ces.  

A  Guide  to  the  Project  Management  Body  of  Knowledge  (PMBOK®  Guide),  Third  Edi&on  ©  2004   Declara'on  of  Inter-­‐dependence,  h]p://pmdoi.org    [©2005  David  Anderson,  Sanjiv  Augus&ne,  

Christopher  Avery,  Alistair  Cockburn,  Mike  Cohn,  Doug  DeCarlo,  Donna  Fitzgerald,  Jim  Highsmith,  Ole  Jepsen,  Lowell  Lindstrom,  Todd  Li]le,  Kent  McDonald,  Pollyanna  Pixton,  Preston  Smith  and  Robert  Wysocki.]    

How  best  can  a  PMO  aid  in  delivering  business  value  across  multiple  projects,  programs  and  portfolios?  

Page 8: The Agile PMO: From Process Police to Adaptive Governance · 2013-08-25 · the Agile Project Leadership Network, and member of the Project Management Institute Agile Community of

Some  barriers  to  sustained  adoption  of  Scrum:  

•  Program  and  portfolio  management  not  leveraging  Scrum’s  incremental  product  delivery  and  iterative  process  

•  Traditional  resource  management  not  aligned  well  with  integrated  Scrum  teams  concept  

•  PMOs  perceived  as  “process  police”  who  block  rather  than  enable  

•  Scrum’s  success  usually  conTined  within  organizational  silos  

•  Lack  of  middle  management  support    

Barriers  to  Sustained  Adop0on  

2008  The  State  of  Agile  Development  Survey,  VersionOne  

Agile  methods  like  Scrum  have  facilitated  the  evolu&on  from  plan-­‐driven  management  to  adap0ve  management  at  the  project  level.    To  overcome  barriers  to  further  adop&on,  organiza&ons  must  now  

evolve  from  plan-­‐driven  governance  to  adap0ve  governance.  

Page 9: The Agile PMO: From Process Police to Adaptive Governance · 2013-08-25 · the Agile Project Leadership Network, and member of the Project Management Institute Agile Community of

Setting  up  the  Agile  PMO  

Page 10: The Agile PMO: From Process Police to Adaptive Governance · 2013-08-25 · the Agile Project Leadership Network, and member of the Project Management Institute Agile Community of

•  Encourage  face-­‐to-­‐face  dialogue  across  levels  •  Create  overlapping  management  with  “linking  pins”  •  Run  the  Lean-­‐Agile  PMO  as  an  Agile  project  team  

Source:  The  Lean-­Agile  PMO,  Sanjiv  Augustine  and  Roland  Cuellar  (Cutter  Consortium  2006)  

Organiza0onal  Structure  

Oscilla0ng  Between  Informa0on  Discovery  and  

Integra0on  

A  centralized  structure  works  well  for  discovery,  because  the  individual’s  role  is  to  Tind  

information  and  report  it  back.  In  contrast,  a  richly  connected  

network  works  best  for  integration  and  decision  

making,  because  it  allows  the  individual  to  hear  everyone  else’s  opinion  about  the  

expected  return  from  each  of  the  alternatives.      

-­‐  Alex  Pentland,  How  Social  Networks  Network  Best,  Harvard  Business  Review,  

February  2009      

Image  from  www.crea'on'ps.com/bees.html  

Page 11: The Agile PMO: From Process Police to Adaptive Governance · 2013-08-25 · the Agile Project Leadership Network, and member of the Project Management Institute Agile Community of

Agile  PMOs  consider  Scrum  teams  to  be  their  customers,  and  support  them  in:  

•  Bringing  lean  discipline  to  project  prioritization  &  selection  

•  Tracking  project  portfolios  using  Agile  tracking  techniques  

•  Moving  towards  a  stable  teams  model  of  resource  management  

•  Scaling  and  sustaining  agile  adoption  by  supporting  and  empowering  Scrum  teams  

An  Agile  Role  for  the  PMO  

Adap0ve  Governance  

Adap&ve  governance  is  the  collabora've,  flexible  and  

learning-­‐based  management  of  programs  

and  por5olios.    

Page 12: The Agile PMO: From Process Police to Adaptive Governance · 2013-08-25 · the Agile Project Leadership Network, and member of the Project Management Institute Agile Community of

Project  Prioritization  &  Selection  

Page 13: The Agile PMO: From Process Police to Adaptive Governance · 2013-08-25 · the Agile Project Leadership Network, and member of the Project Management Institute Agile Community of

The  Typical  Project  PorWolio  

Source:  The  Lean-­Agile  PMO,  Sanjiv  Augustine  and  Roland  Cuellar  (Cutter  Consortium  2006)  

•  Too  much  Work  in  Process  (too  many  in-­‐Tlight  projects)    

•  No  project  prioritization  by  business  value  

•  Resource  over-­utilization  

•  Dangerous  variation  (large  batch  sizes,  unregulated  demand,  irregular  rate  of  service)  

Page 14: The Agile PMO: From Process Police to Adaptive Governance · 2013-08-25 · the Agile Project Leadership Network, and member of the Project Management Institute Agile Community of

•  Terminate  sick  projects  •  Split  large  projects  in  smaller  ones  •  Prioritize  projects  by  business  value,    at  least  within  business  unit  

•  Limit  development  timeframe  to  months  •  Re-­prioritize  projects  regularly  

1

Development  

3 24

Li\le’s  Law  

                         WIP  

             Comple&on                            Rate  

Por5olio  Realignment  

Business  Goals  &  Strategy   Produc0on   Sunset  

Cycle  Time  =              

Backlog  

Page 15: The Agile PMO: From Process Police to Adaptive Governance · 2013-08-25 · the Agile Project Leadership Network, and member of the Project Management Institute Agile Community of

Portfolio  Tracking  

Page 16: The Agile PMO: From Process Police to Adaptive Governance · 2013-08-25 · the Agile Project Leadership Network, and member of the Project Management Institute Agile Community of

Por5olio  Alignment  Wall  

Page 17: The Agile PMO: From Process Police to Adaptive Governance · 2013-08-25 · the Agile Project Leadership Network, and member of the Project Management Institute Agile Community of

•  Features  laid  out  on  index  cards  as  per  overall  release  plan  

•  Card  colors  identify  agile  teams  

•  Labels  identify  dependent  teams  

•  Rows  track  feature  streams  •  Columns  track  sprints/timeline  

Por5olio  Alignment  Wall  (Cont’d)  

Page 18: The Agile PMO: From Process Police to Adaptive Governance · 2013-08-25 · the Agile Project Leadership Network, and member of the Project Management Institute Agile Community of

Resource  Management  

Page 19: The Agile PMO: From Process Police to Adaptive Governance · 2013-08-25 · the Agile Project Leadership Network, and member of the Project Management Institute Agile Community of

Tradi0onal  Resource  Management  

•  Run  many  projects  concurrently,  with  similar  priorities  

•  Split  resources  between  multiple  projects  

•  Stress  maximum  resource  utilization  

•  ROI  only  after  projects  are  done     Time  

Projects  &  Resources  

ROI  

Page 20: The Agile PMO: From Process Police to Adaptive Governance · 2013-08-25 · the Agile Project Leadership Network, and member of the Project Management Institute Agile Community of

Costs  of  Task-­‐Switching  

Source:    Managing  New  Product  and  Process  Development,  Clark  and  Wheelwright,  p.  242,  1992  

Page 21: The Agile PMO: From Process Police to Adaptive Governance · 2013-08-25 · the Agile Project Leadership Network, and member of the Project Management Institute Agile Community of

•  Multiple,  stable  teams  each  focused  on  a  single  project  at  a  time  

•  Dedicated  to  platforms  or  lines  of  business  

•  Platform  owner  prioritizes  next  project  

•  Result:  o  Support  multiple  lines  of  business  

simultaneously  o  Focused  effort  results  in  quick  

delivery  for  individual  projects  o  Clear  accountability    

o  Stability  and  predictability  

Source:  The  Lean-­Agile  PMO,  Sanjiv  Augustine  and  Roland  Cuellar  (Cutter  Consortium  2006)  

Stable  Teams  

Page 22: The Agile PMO: From Process Police to Adaptive Governance · 2013-08-25 · the Agile Project Leadership Network, and member of the Project Management Institute Agile Community of

Lean  organizations:  •  Dedicate  core  resources  to  each  project  team  

•  Ensure  that  each  team  has  all  resources  needed  to  complete  projects  

•  Stress  maximum  project  throughput  

•  ROI  delivered  incrementally  with  each  project  release  

Lean  Resource  Management  

ROI  

Time  

Projects  &  Resources  

Page 23: The Agile PMO: From Process Police to Adaptive Governance · 2013-08-25 · the Agile Project Leadership Network, and member of the Project Management Institute Agile Community of

Sustainable  Agile  Adoption  

Page 24: The Agile PMO: From Process Police to Adaptive Governance · 2013-08-25 · the Agile Project Leadership Network, and member of the Project Management Institute Agile Community of

“Produc0vity”  is  not  a  mechanical  measure  of  speed.  

•  Knowledge  drives  productivity;  Knowledge  workers  need  to  own  the  responsibility  for  their  own  productivity  

•  Knowledge  worker  productivity  is  dependent  on  quality  at  least  as  much  as  quantity  

•  Optimal  quality  is  the  path  to  high  productivity  

From AllPosters.com

Team  Produc0vity  Management  

Tips:    Measure  outcome,  not  output    Measure  only  a  few  things    Ensure  commonly  understood  operational  deTinition  and  measurement  plan  

  Target  speciTic  questions  and  audiences  

-­  Courtesy  Robin  Dymond  and  Deborah  Hartmann  

Page 25: The Agile PMO: From Process Police to Adaptive Governance · 2013-08-25 · the Agile Project Leadership Network, and member of the Project Management Institute Agile Community of

Create  a  defined  and  reliable  process:  •  Standardize  high-­level  process  steps,  deliverables,  tools  and  artifacts  

• Agree  on  process  audit  procedures  • Develop  standard  process  metrics  

Process  Standardiza0on  

Page 26: The Agile PMO: From Process Police to Adaptive Governance · 2013-08-25 · the Agile Project Leadership Network, and member of the Project Management Institute Agile Community of

Contact  Us  for  Further  Informa0on  

Sanjiv  Augustine  President  [email protected]  

On  the  Web:  

http://www.lithespeed.com  http://www.sanjivaugustine.com  

"I  only  wish  I  had  read  this  book  when  I  started  my  career  in  somware  product  management,  or  even  be]er  yet,  when  I  was  given  my  first  project  to  manage.  In  addi&on  to  providing  an  excellent  handbook  for  managing  with  agile  somware  development  methodologies,  Managing  Agile  Projects  offers  a  guide  to  more  effec&ve  project  management  in  many  business  senngs."    John  P.  Barnes,  former  Vice  President  of  Product  Management  at  Emergis,  Inc.