Agile Governance. Charlie Rudd SollutionsIQ. Copyright 2011 SolutionsIQ. All rights reserved.

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "Agile Governance. Charlie Rudd SollutionsIQ. Copyright 2011 SolutionsIQ. All rights reserved."

Transcription

1 Agile Governance Charlie Rudd SollutionsIQ

2 Speaker Introduction: Charlie Rudd CEO of SolutionsIQ, an Agile company that provides Agile services including consulting, training, software development and recruiting throughout the world

3 Agile governance: what could this mean? 1. Governance is evil and is Agile is good 2. Governance is a necessary evil 3. Agile provides a lighter-weight means to achieve corporate governance aims 4. Agile is a superior governance framework

4 What is this governance thing? Corporate Stewardship Internal Clarity of corporate purpose Viable strategy & plan Necessary resources & environment External Government & industry regulation Legality Shareholder expectations Public relations Risk management

5 Intended outcomes of governance Proper investment decisions are made Investments perform as expected Work is authorized Demonstrable progress is made Quality objectives are achieved

6 Successful portfolio management Do the right work Do the work right Investment decision Investment performance Work competency Quality standards Risk management

7 How is governance applied? Articulate Intentions Policies & practices Verification (or enforcement) External reporting Oversight (Approvals & supervision) Documentation (proof) Audit (inspection)

8 Which part is evil (maybe)? Corporate stewardship? Successful portfolio management? That leaves how its applied Policies and practices Verification procedures A mismatch between the two

9 IT Finance Legal Finance HR Governance by function Government & industry regulation Board Corporate Business unit 3 Business unit 2 Business unit 1

10 IT Finance Legal Finance HR Governance stakeholders Board shareholders Corporate Business unit 3 regulators Business unit 2 Business unit 1

11 IT IT or Local Governance Technology infrastructure Production operations Business solutions Project management Quality Assurance Development practices

12 Lots of diverse stakeholders Shareholders Regulators Corporate functions Business units IT functions

13 Governance success criteria 1. The diverse interests of many stakeholders must be satisfied

14 applicatoin Governance fit + No worries Wrong Integrated governance governance Chaotic No governance Hidden governance - - Intended Outcome +

15 Governance success criteria 1. If the diverse interests of many stakeholders are to be satisfied they must

16 Governance success criteria 1. If the diverse interests of many stakeholders are to be satisfied they must... Be aligned (somehow)

17 Mis-alignment breeds conflict Frustration Anger Fear Discontentment Anxiety

18 Alignment produces harmony Satisfaction Confidence Contentment Happiness

19 applicatoin Good governance requires high alignment + Misalignment High alignment No alignment Misalignment - - Intended Outcome +

20 Forces working against alignment

21 Forces working against alignment Functional diversity Different objectives Different backgrounds

22 Forces working against alignment Operational diversity Different priorities Different time horizons

23 Forces working against alignment Globalization Different time zones Spatial separation Different languages

24 Forces working against alignment Complicated mechanisms Overloaded controls Governance debt Lots of moving parts

25 IT When good governance goes bad Corp functions Technology infrastructure Production operations Business solutions Quality gates Project management Quality Assurance Business units Development practices

26 Forces working against alignment Corporate culture clashes Different management principles Different values and assumptions Different views on people

27 Different management cultures Scope If you believe there is zero sum tradeoff between scope, schedule & resources it may seem counterintuitive that: Schedule Resources By reducing resources you sometimes can speed things up and improve quality

28 Forces working against alignment Dynamic business conditions Rate of technology change Increasing uncertainty Competitive pressures

29 Root causes of misalignment Forces Functional diversity Operational diversity Globalization Complicatedness Corporate culture clash Lack of shared objectives Communication Barriers

30 Increasing rate of alignment decay Forces Functional diversity Operational diversity Globalization Complicatedness Corporate culture clash Lack of shared objectives Communication Barriers Dynamics business conditions

31 Getting aligned Establish shared objectives Lack of shared objectives Break down communication barriers Communication Barriers How do you do that?

32 Where you wont find the answer Governance controls Designed as fixed constraints not to auto-align Technology Institutional governance Operate in different jurisdictions First mission often enforcement

33 IT governance authorities PMO Part of the solution for sure, but also part of the problem Architecture & Standards The trick is knowing how to tell one from the other & get stakeholders to agree!

34 IT Governance frameworks Institutional PMO Architecture & standards Technology Industry CMMI PMI Gartner

35 IT IT Maturity models (my apologies to Gartner) Technology infrastructure Production operations Our focus is business solutions Business solutions Project management Quality Assurance Maturity theme: Business alignment Development practices

36 Low & high IT maturity (apologies to Gartner) Purpose Function Role Solution Maturity Cost center Order taker Contractor Point Solutions LOW Profit center Solution architect Partner Colleague Commercial Product, Integrated architecture HI

37 Forces moving IT to solution partner role Public internet platform Consumer experience sets standard for business apps Mash-ups with 3 rd party commercial products raises expectations Easy to compare competitive offering (low barriers to exit) More high profile IT solutions Release cycle time needs to be fast

38 Different IT roles suggest different governance styles Purpose Function Role Solution Maturity Cost center Order taker Contractor Point Solutions LOW Profit center Solution architect Partner Colleague Commercial Product, Integrated architecture HI

39 Traditional business principles 1 - Centralized evaluation Best Solution 2 Centralized planning Do it right the first time Facts 3 - Production Facts Optimize Algorithmic External constraints

40 Traditional governance 1 - Business case decision Project charter 2 Centralized planning Detailed spec & plan Facts 3 Follow orders Facts Optimize Algorithmic External constraints Big bang release

41 Traditional governance 1 - Business case decision Project charter 2 Centralized planning Detailed spec & plan 3 Follow orders Facts Big bang release

42 When good governance goes bad 1. Identify a potential opportunity 2. Gather facts, make assumptions, run scenarios 3. Stop before business case is proved 4. What s riskier? Doing nothing or something????? I I I I Business case shaky because instability of key variables

43 Questionable governance controls Shaky business case leads to: Incomplete, flawed specification Flawed implementation plan? $6 m $1.5 m $1.5 m $1.5 m $1.5 m??? I? I I.5 years 1 year 1.5 years 2 years

44 Traditional governance makes things worse 1. Spec and plan insufficient as compliance controls 2. No good way to modify spec or plan or respond to emerging conditions 3. No easy way to revise contracts and agreements Yet all the money is spent $0.0 m $1.5 m $1.5 m $1.5 m $1.5 m.5 year 1 year 1.5 years 2 years

45 Why Agilists find governance is evil 1. Out of time and out of money 2. Key features missing 3. Delivered features not desired (waste built in) 4. Desired technical quality not delivered

46 If not the traditional, then what? Purpose Function Role Solution Maturity Cost center Order taker Contractor Point Solutions LOW Profit center Solution architect Partner Colleague Commercial Product, Integrated architecture?

47 IT Governance frameworks Institutional Technology Industry Agile frameworks

48 Why Agile governance frameworks may be superior They have built-in alignment features Establish shared objectives Break down communication barriers They auto re-align

49 Built-in alignment features Iterative progress Feedback-driven adaption Share information Empower knowledge workers Self-organization & collaboration Deliver early and frequently

50 Traditional governance 1 - Business case decision Project charter 2 Centralized planning Detailed spec & plan 3 Follow orders Facts Big bang release

51 Agile governance principles Evaluation planning Production

52 Agile governance principles Solution prototype (vision) feedback Evaluation planning Production Iterative progress Production increment Innovative Heuristic Internal constraints Early & frequent delivery

53 Agile governance style good fit for the partner role Purpose Function Role Solution Maturity Cost center Order taker Contractor Point Solutions LOW Profit center Solution architect Partner Colleague Commercial Product, Integrated architecture HI

54 Agile scope of influence Maturity Objective Strategy Impact on Governance 1 Grass roots Sponsorship Do no harm 2 Co-existence Legitimacy Show value 3 Strategic Full partner Skin in the game none New procedure New goals

55 influence Agile governance maturity Maturity Alignment

56 Strategy to gain influence Treat stakeholders like customers Break down communication barriers: Invite, share success, take initiative to determine needs and requirements Convert to partners Establish shared objective (customer) Repeat

57 Strategy to gain influence Corporate Business unit IT Team

58 Grass roots: Governance is a necessary evil Objective: Formal sponsorship Requirements Ability to work fulltime on a project Agile knowledge Ability to assign work as a team (self-organize) Ability to comply with governance policies Build control Span of shared objective The development team

59 Grass roots: Governance is a necessary evil What you can accomplish Develop agile skills Start to Improve technical quality Begin building a case for broader use What you cant accomplish Change or replace governance policy Exploit agile dynamic scope management What the org expects you don t exist

60 Grassroots: governance is a necessary evil Breaking down communication barriers Make progress visible Do demos (even without a stakeholder), invite people Reach out to PMO, architects, key analysts Confer with project managers Don t over-reach Do simulations

61 Grassroots: governance is a necessary evil The simulated Product Owner

62 Co-existence: Agile provides a lighter weight governance alternative Objective: Full legitimacy Agile established as a recognized alternative to meet governance objectives Requirements Formal sponsorship History of success in terms of delivery & meeting governance requirements Support from multiple stakeholders Span of influence Development organization

63 Co-existence: Agile provides a lighter weight governance alternative What you can do Introduce alternative governance verification mechanisms Establish systemic quality and delivery improvement Sustain persistent teams What you cant do Apply agile portfolio management Change governance policies What the org expects That there is an agile alternative equivalent to traditional practice

64 Co-existence: Agile provides a lighter weight governance alternative Breaking down communication barriers Quantify success and improvement Establish common objectives with IT stakeholders (Architecture, QA, PMO) Establish common objectives with business stakeholders Turn remote stakeholders into new customers

65 Co-existence: Agile provides a lighter weight governance alternative The value stream analysis The proof of code analytics

66 Strategic: Agile is a superior governance framework Objective: New governance objectives Broad collaboration with business including strategy and solution development Highlighted at a Gartner conference Requirements Solid trust basis with key business sponsors as outcome of successful collaboration Full engagement of business in Agile methods IT org wide adoption of agile

67 Strategic: Agile is a superior governance framework Span of influence Business unit via active collaborative partnership What you can do Become profit center Develop strategy Change IT governance policies Influence corporate governance policies What the org expects That IT and rest of business are collaborating partners

68 Strategic: Agile is a superior governance framework The collaborating auditor Courtesy of Dan Greening

69 DOs Exploit PM knowledge to break the code of hidden governance Worry about side effects Promise what s already in the bag Set the right expectations for yourself and your stakeholders Begin what will be a long conversation Begin building a case (gather evidence, line up supporters) Identify & court allies (business, PMO, architects) Extend invitations (sprint reviews) (don't force what you don t have the authority to enforce) Choose total victory on small, low risk wins rather than partial or doubtful victory on high stakes gambles Simulate new roles (proxy product owner, internal scrum master)

70 Don ts Don t beat up customer with Agile values Don t assume that a governance policy that is no use to you is of no use to anyone Don t invite failure by committing beyond your span of control don t change governance strategy unilaterally Don t provide more information than is asked for (do encourage the request for more information) Don t upset the applecart Don t create more work for governance authority Don t talk about improving until you can demonstrate compliance with status quo Don t assume that executive sponsorship eliminates governance conflicts

71 Questions

Executive Guide to SAFe 24 July 2014. An Executive s Guide to the Scaled Agile Framework. alshall@netobjectives.com @AlShalloway

Executive Guide to SAFe 24 July 2014. An Executive s Guide to the Scaled Agile Framework. alshall@netobjectives.com @AlShalloway An Executive s Guide to the Scaled Agile Framework Al Shalloway CEO, Net Objectives Al Shalloway CEO, Founder alshall@netobjectives.com @AlShalloway co-founder of Lean-Systems Society co-founder Lean-Kanban

More information

Rolling Wave Planning: Manage Projects Without Going Under

Rolling Wave Planning: Manage Projects Without Going Under Rolling Wave Planning: Manage Projects Without Going Under Rolling Wave Planning: Manage Projects Without Going Under W. Charles Slaven MBA PMP CSSBB CPA (inactive) Director, Lean Deployment and Continuous

More information

Water-Scrum-Fall Agile Reality for Large Organisations. By Manav Mehan Principal Agile consultant Manav.Mehan@tcs.com

Water-Scrum-Fall Agile Reality for Large Organisations. By Manav Mehan Principal Agile consultant Manav.Mehan@tcs.com Water-Scrum-Fall Agile Reality for Large Organisations By Manav Mehan Principal Agile consultant Manav.Mehan@tcs.com Interests and Experience Leading Change and Transformation in Large, Complex organisations

More information

Project Management Office (PMO) Charter. Enhanz Pte. Ltd.

Project Management Office (PMO) Charter. Enhanz Pte. Ltd. Project Management Office (PMO) Charter for Enhanz Pte. Ltd. Version 1.0 Prepared by Enhanz Consulting PMO Lead I Document Version History Version Date Description of Changes Author Approver 1.0 05/10/2012

More information

Why Data Governance - 1 -

Why Data Governance - 1 - Data Governance Why Data Governance - 1 - Industry: Lack of Data Governance is a Key Issue Faced During Projects As projects address process improvements, they encounter unidentified data processes that

More information

Agile Scrum and PMBOK Compatible or Contrary?

Agile Scrum and PMBOK Compatible or Contrary? Agile Scrum and PMBOK Compatible or Contrary? Paul Despres PMI Emerald Coast Panama City Branch June 26, 2014 Meeting Overview Agenda Topics: Review Agile/Scrum Methods Review PMBOK Structure Demonstrate

More information

Course Title: Managing the Agile Product Development Life Cycle

Course Title: Managing the Agile Product Development Life Cycle Course Title: Managing the Agile Product Development Life Cycle Course ID: BA25 Credits: 28 PDUs Course Duration: 4 days (with optional Executive session) Course Level: Intermediate/Advanced Course Description:

More information

Integrating Scrum with the Process Framework at Yahoo! Europe

Integrating Scrum with the Process Framework at Yahoo! Europe Integrating Scrum with the Process Framework at Yahoo! Europe Karl Scotland Yahoo! Europe kjscotland@yahoo.co.uk Alexandre Boutin Yahoo! International alexandre.boutin@yahoo-inc.com Abstract Large enterprise

More information

Process Vs. Agility. Why Not Have Both? Brought to you by

Process Vs. Agility. Why Not Have Both? Brought to you by Process Vs. Agility Why Not Have Both? Brought to you by Hi everyone! CEO and Co-founder of Navvia Architect of the Navvia Process Designer Overall responsibility for product development, marketing and

More information

Maximize Benefits of Agile Practices

Maximize Benefits of Agile Practices Maximize Benefits of Agile Practices January 2016 Author: Dr. Tonya M. Peterson, PMP, CSM 2 Agile Manifesto 3 A good entrepreneur has a very clear grasp of what the goal is, an unwavering sense of the

More information

How to Structure Your First BPM Project to Avoid Disaster

How to Structure Your First BPM Project to Avoid Disaster How to Structure Your First BPM Project to Avoid Disaster Table of Contents Table of Contents...2 Introduction...3 Pick The Right Process and Avoid the Wrong Ones...4 Field the Right Team and Include a

More information

BEDIFFERENT ACE G E R M A N Y. aras.com. Copyright 2012 Aras. All Rights Reserved.

BEDIFFERENT ACE G E R M A N Y. aras.com. Copyright 2012 Aras. All Rights Reserved. BEDIFFERENT ACE G E R M A N Y ACE Germany Implementation Best Practices Scrum Methodology Patrick Willemsen Senior Consultant ARAS Software AG Slide 3 Dilbert says Slide 4 Agenda Agile Methodology An Overview

More information

Assessing the Appropriate Level of Project, Program, and PMO Structure

Assessing the Appropriate Level of Project, Program, and PMO Structure PMI Virtual Library 2011 Daniel D. Magruder Assessing the Appropriate Level of Project, Program, and PMO Structure By Daniel D. Magruder, PMP Executive Summary Does your organization have in-flight projects

More information

PROJECT MANAGEMENT ROADMAP, 2013-2014. Executive Summary

PROJECT MANAGEMENT ROADMAP, 2013-2014. Executive Summary Review by the Office of Program Evaluation and Government Accountability (OPEGA) Response from the Office of Information Technology (OIT) March 1, 2013 PROJECT MANAGEMENT ROADMAP, 2013-2014 Executive Summary

More information

The Business Case for Agile Seattle Scrum Gathering

The Business Case for Agile Seattle Scrum Gathering The Business Case for Agile Seattle Scrum Gathering Audience Introduction Speaker Introduction: John Rudd Co-owner and Managing Director of SolutionsIQ Lead Principal at a financial consulting and restructuring

More information

Foundations of Project Management. Presented by: Kelly Baumer, MBA, PMP Mindy Rings, MBA, PMP

Foundations of Project Management. Presented by: Kelly Baumer, MBA, PMP Mindy Rings, MBA, PMP Foundations of Project Management Presented by: Kelly Baumer, MBA, PMP Mindy Rings, MBA, PMP August 18, 2014 Project Management Basics In the next slides we will cover: Basic project management terminology

More information

OPTIMUS SBR. Optimizing Results with Business Intelligence Governance CHOICE TOOLS. PRECISION AIM. BOLD ATTITUDE.

OPTIMUS SBR. Optimizing Results with Business Intelligence Governance CHOICE TOOLS. PRECISION AIM. BOLD ATTITUDE. OPTIMUS SBR CHOICE TOOLS. PRECISION AIM. BOLD ATTITUDE. Optimizing Results with Business Intelligence Governance This paper investigates the importance of establishing a robust Business Intelligence (BI)

More information

Adapting Agile Software Development to Regulated Industry. Paul Buckley Section 706 Section Event June 16, 2015

Adapting Agile Software Development to Regulated Industry. Paul Buckley Section 706 Section Event June 16, 2015 Adapting Agile Software Development to Regulated Industry Paul Buckley Section 706 Section Event June 16, 2015 Agenda FDA s expectations for Software Development What is Agile development? Aligning Agile

More information

Business Analysis Standardization & Maturity

Business Analysis Standardization & Maturity Business Analysis Standardization & Maturity Contact Us: 210.399.4240 info@enfocussolutions.com Copyright 2014 Enfocus Solutions Inc. Enfocus Requirements Suite is a trademark of Enfocus Solutions Inc.

More information

MODULE 10 CHANGE MANAGEMENT AND COMMUNICATION

MODULE 10 CHANGE MANAGEMENT AND COMMUNICATION MODULE 10 CHANGE MANAGEMENT AND COMMUNICATION PART OF A MODULAR TRAINING RESOURCE Commonwealth of Australia 2015. With the exception of the Commonwealth Coat of Arms and where otherwise noted all material

More information

LEAN AGILE POCKET GUIDE

LEAN AGILE POCKET GUIDE SATORI CONSULTING LEAN AGILE POCKET GUIDE Software Product Development Methodology Reference Guide PURPOSE This pocket guide serves as a reference to a family of lean agile software development methodologies

More information

MNLARS Project Audit Checklist

MNLARS Project Audit Checklist Audit Checklist The following provides a detailed checklist to assist the audit team in reviewing the health of a project. Relevance (at this time) How relevant is this attribute to this project or audit?

More information

Building Software in an Agile Manner

Building Software in an Agile Manner Building Software in an Agile Manner Abstract The technology industry continues to evolve with new products and category innovations defining and then redefining this sector's shifting landscape. Over

More information

Explore the Possibilities

Explore the Possibilities Explore the Possibilities 2013 HR Service Delivery Forum Best Practices in Data Management: Creating a Sustainable and Robust Repository for Reporting and Insights 2013 Towers Watson. All rights reserved.

More information

Software Requirements, Third Edition

Software Requirements, Third Edition j Microsoft Software Requirements, Third Edition Karl Wiegers and Joy Beatty Contents Introduction Acknowledgments xxv xxxi PART I SOFTWARE REQUIREMENTS: WHAT, WHY, AND WHO Chapter 1 The essential software

More information

Agile Portfolio Management

Agile Portfolio Management Agile Portfolio Management John Rudd President and Managing Director, SolutionsIQ Bryan Stallings Vice President and Managing Principal, SolutionsIQ October 19, 2011 Speaker Introduction: John Rudd Co-owner

More information

The Basics of Scrum An introduction to the framework

The Basics of Scrum An introduction to the framework The Basics of Scrum An introduction to the framework Introduction Scrum, the most widely practiced Agile process, has been successfully used in software development for the last 20 years. While Scrum has

More information

www.stephenbarkar.se Lean vs. Agile similarities and differences 2014-08-29 Created by Stephen Barkar - www.stephenbarkar.se

www.stephenbarkar.se Lean vs. Agile similarities and differences 2014-08-29 Created by Stephen Barkar - www.stephenbarkar.se 1 www.stephenbarkar.se Lean vs. Agile similarities and differences 2014-08-29 Purpose with the material 2 This material describes the basics of Agile and Lean and the similarities and differences between

More information

The Scrum Guide. The Definitive Guide to Scrum: The Rules of the Game. July 2013. Developed and sustained by Ken Schwaber and Jeff Sutherland

The Scrum Guide. The Definitive Guide to Scrum: The Rules of the Game. July 2013. Developed and sustained by Ken Schwaber and Jeff Sutherland The Scrum Guide The Definitive Guide to Scrum: The Rules of the Game July 2013 Developed and sustained by Ken Schwaber and Jeff Sutherland Table of Contents Purpose of the Scrum Guide... 3 Definition of

More information

Ten Steps to Comprehensive Project Portfolio Management Part 8 More Tips on Step 10 By R. Max Wideman Benefits Harvesting

Ten Steps to Comprehensive Project Portfolio Management Part 8 More Tips on Step 10 By R. Max Wideman Benefits Harvesting August 2007 Ten Steps to Comprehensive Project Portfolio Management Part 8 More Tips on Step 10 By R. Max Wideman This series of papers has been developed from our work in upgrading TenStep's PortfolioStep.

More information

SDLC- Key Areas to Audit in IT Projects ISACA Geek Week 2013 8/21/2013. PwC

SDLC- Key Areas to Audit in IT Projects ISACA Geek Week 2013 8/21/2013. PwC SDLC- Key Areas to Audit in IT Projects ISACA Geek Week 2013 8/21/2013 1 Introductions and Projects Overview Presenters Charlie Miller and Andrew Gerndt The Coca-Cola Company Principal IT Auditors Atlanta,

More information

Establishing and Improving the PMO at Your Organization. January 15, 2014

Establishing and Improving the PMO at Your Organization. January 15, 2014 Establishing and Improving the PMO at Your Organization January 15, 2014 Today's Agenda: Key Topics Objectives for the PMO PMO Leading Practices PMO Benefits Common Challenges & Risks Improving PMO Practices

More information

Leveraging Sarbanes-Oxley (SOX) to Build Better Practices

Leveraging Sarbanes-Oxley (SOX) to Build Better Practices Leveraging Sarbanes-Oxley (SOX) to Build Better Practices Powering Strategies and Managing Risks Using SOX compliance to build disciplined, repeatable, and auditable practices. Running a successful business

More information

Using the Cloud to Improve Business Performance

Using the Cloud to Improve Business Performance Using the Cloud to Improve Business Performance Jim Hill, Ed.D. CEO, Proofpoint Systems Los Altos, CA July 2012 1 Objectives Review the imperative Introduce Cloud Consulting Prepare you as a cloud consulting

More information

THE BUSINESS VALUE OF AGILE DEVELOPMENT

THE BUSINESS VALUE OF AGILE DEVELOPMENT David Chappell March 2012 THE BUSINESS VALUE OF AGILE DEVELOPMENT Sponsored by Microsoft Corporation Copyright 2012 Chappell & Associates When it comes to creating custom applications, too many of us live

More information

Process Improvement Training Portfolio

Process Improvement Training Portfolio Process Improvement Training Portfolio evolve To stay competitive, all businesses focus on achieving increasingly better bottom-line results. That s why it s essential to develop and maintain business

More information

Agile Development in Today s Industry. Duke CS408 Session 2014

Agile Development in Today s Industry. Duke CS408 Session 2014 Agile Development in Today s Industry Duke CS408 Session 2014 Agenda } Introductions } Agile Development Process } Agile Development Exercise } Informal Discussions } Questions Agile Methodologies Agile

More information

Project Governance Or Is It Governance of Projects?

Project Governance Or Is It Governance of Projects? Project Governance Or Is It Governance of Projects? PMI SOC PDD 2013 v 2013.1 Presented by Darya Duma, PEng, PMP, PRINCE2 www.procept.com Procept Associates Ltd. 2013 Outline What is project governance?

More information

Transitioning from Waterfall to Agile Course AG01; 3 Days, Instructor-led

Transitioning from Waterfall to Agile Course AG01; 3 Days, Instructor-led Transitioning from Waterfall to Agile Course AG01; 3 Days, Instructor-led Course Description Identify the challenges you will face when implementing an Agile approach to software development and then plan

More information

PMP Examination Tasks Puzzle game

PMP Examination Tasks Puzzle game PMP Examination Tasks Puzzle game Here is a great game to play to test your knowledge of the tasks you will be tested on in the actual examination. What we have done is take each of the domain tasks in

More information

WHY DO I NEED A PROGRAM MANAGEMENT OFFICE (AND HOW DO I GET ONE)?

WHY DO I NEED A PROGRAM MANAGEMENT OFFICE (AND HOW DO I GET ONE)? WHY DO I NEED A PROGRAM MANAGEMENT OFFICE (AND HOW DO I GET ONE)? Due to the often complex and risky nature of projects, many organizations experience pressure for consistency in strategy, communication,

More information

Applying Lean on Agile Scrum Development Methodology

Applying Lean on Agile Scrum Development Methodology ISSN:2320-0790 Applying Lean on Agile Scrum Development Methodology SurendRaj Dharmapal, Dr. K. Thirunadana Sikamani Department of Computer Science, St. Peter University St. Peter s College of Engineering

More information

Improving Project Governance Using Agile and Metrics. Kevin Aguanno PMP, IPMA-B, MAPM, Cert.APM

Improving Project Governance Using Agile and Metrics. Kevin Aguanno PMP, IPMA-B, MAPM, Cert.APM Improving Project Governance Using Agile and Metrics Kevin Aguanno PMP, IPMA-B, MAPM, Cert.APM Your Presenter: Kevin Aguanno 20+ years of PM experience 20+ published books, audiobooks, DVDs, and CD-ROMs

More information

Change Management Office Benefits and Structure

Change Management Office Benefits and Structure Change Management Office Benefits and Structure Author Melanie Franklin Director Agile Change Management Limited Contents Introduction 3 The Purpose of a Change Management Office 3 The Authority of a Change

More information

Agile Software Development

Agile Software Development Agile Software Development Use case for Agile Software Development Methodology in an Oil and Gas Exploration environment. White Paper Introduction No matter what business you are in, there are critical

More information

Failure is Not an Option Managing Project Recovery

Failure is Not an Option Managing Project Recovery Failure is Not an Option Managing Project Recovery Presented to PMI-GTISLIG March 20, 2008 Romeo Mitchell Senior Program Manager romeo.mitchell@hp.com Dhanu Kothari & Romeo Mitchell Slide 1 The Universe

More information

How to Develop Successful Enterprise Risk and Vendor Management Programs

How to Develop Successful Enterprise Risk and Vendor Management Programs Project Management Institute New York City Chapter January 2014 Chapter Meeting How to Develop Successful Enterprise Risk and Vendor Management Programs Christina S. Kite Senior Vice President Corporate

More information

ITIL 2015 and Beyond: Six Trends Driving Transformational Change in IT Best-Practices

ITIL 2015 and Beyond: Six Trends Driving Transformational Change in IT Best-Practices ITIL 2015 and Beyond: Six Trends Driving Transformational Change in IT Best-Practices The Landscape of IT Services Provision is Changing! Customers and users are demanding a higher level of customer service

More information

EIM Strategy & Data Governance

EIM Strategy & Data Governance EIM Strategy & Data Governance August 2008 Any Information management program must utilize a framework and guiding principles to leverage the Enterprise BI Environment Mission: Provide reliable, timely,

More information

SCRUM. A Tool from the Software World Can Improve Analytical Project Outcomes. By KyMBER WALTMUNSON

SCRUM. A Tool from the Software World Can Improve Analytical Project Outcomes. By KyMBER WALTMUNSON SCRUM A Tool from the Software World Can Improve Analytical Project Outcomes By KyMBER WALTMUNSON When jurisdictions undertake analytical work such as audits, budget analysis, program evaluation, and special

More information

The style is: a statement or question followed by four options. In each case only one option is correct.

The style is: a statement or question followed by four options. In each case only one option is correct. AGILE FOUNDATION CERTIFICATE SAMPLE FOUNDATION QUESTIONS WITH ANSWERS This document is a set of sample questions, in the style of the Agile Foundation Certificate Examination, which is a 60 question, 1

More information

Risikominimering I IKT-prosjekter - experiences from the Danish Government

Risikominimering I IKT-prosjekter - experiences from the Danish Government Risikominimering I IKT-prosjekter - experiences from the Danish Government Christian Vindinge Rasmussen, Senior Advisor, Agency for Public Management and egovernment (Difi), Norway IKT anskaffelser 16

More information

Information Technology Project Management, Sixth Edition. Note: See the text itself for full citations. Visit cie-wc.edu for more courses.

Information Technology Project Management, Sixth Edition. Note: See the text itself for full citations. Visit cie-wc.edu for more courses. Management, Sixth Edition Note: See the text itself for full citations. Visit cie-wc.edu for more courses. Describe the systems view of project management and how it applies to information technology projects

More information

Your Software Quality is Our Business. INDEPENDENT VERIFICATION AND VALIDATION (IV&V) WHITE PAPER Prepared by Adnet, Inc.

Your Software Quality is Our Business. INDEPENDENT VERIFICATION AND VALIDATION (IV&V) WHITE PAPER Prepared by Adnet, Inc. INDEPENDENT VERIFICATION AND VALIDATION (IV&V) WHITE PAPER Prepared by Adnet, Inc. February 2013 1 Executive Summary Adnet is pleased to provide this white paper, describing our approach to performing

More information

Software Development Life Cycle (SDLC)

Software Development Life Cycle (SDLC) Software Development Life Cycle (SDLC) Supriyo Bhattacharjee MOF Capability Maturity Model (CMM) A bench-mark for measuring the maturity of an organization s software process CMM defines 5 levels of process

More information

Agile extreme Development & Project Management Strategy Mentored/Component-based Workshop Series

Agile extreme Development & Project Management Strategy Mentored/Component-based Workshop Series Overview This is a 15-day live facilitator-led or virtual workshop is designed to prompt your entire team to work efficiently with Microsoft s Application Lifecycle Management solution based around Visual

More information

What s Lean Agile & How does it allow teams to progressively improve customer satisfaction & service delivery?

What s Lean Agile & How does it allow teams to progressively improve customer satisfaction & service delivery? What s Lean Agile & How does it allow teams to progressively improve customer satisfaction & service delivery? Our Findings Lean-Agile methods are helping workgroups to significantly increase their productivity

More information

Draft Document STATE OF MICHIGAN. SACWIS Planning Department of Human Services Strategic Implementation Plan: Project Staffing

Draft Document STATE OF MICHIGAN. SACWIS Planning Department of Human Services Strategic Implementation Plan: Project Staffing STATE OF MICHIGAN SACWIS Planning Department of Human Services Strategic Implementation Plan: Project Staffing Executive Summary The State of Michigan has dedicated integrated team of resources for the

More information

SharePoint as a Business Application, Not Just a Collaboration Tool

SharePoint as a Business Application, Not Just a Collaboration Tool SharePoint as a Business Application, Not Just a Collaboration Tool Products, Projects, Services and Work in One System Published March, 2013 http://epmlive.com Contents Introduction...2 Common Uses of

More information

The following is intended to outline our general product direction. It is intended for informational purposes only, and may not be incorporated into

The following is intended to outline our general product direction. It is intended for informational purposes only, and may not be incorporated into The following is intended to outline our general product direction. It is intended for informational purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any

More information

Project Management Office Charter

Project Management Office Charter Old Dominion University Office of Computing and Communication Services Project Management Office Charter Version: 1.0 Last Update: February 18, 2010 Created By: Anthony Fox, PMP OCCS Project Management

More information

The amount of data you have doubles every 12 to 18 months. Information Asset Management that Drives Business Performance Jeremy Pritchard 10/06/2015

The amount of data you have doubles every 12 to 18 months. Information Asset Management that Drives Business Performance Jeremy Pritchard 10/06/2015 Information Asset Management that Drives Business Performance Jeremy Pritchard 1 The amount of data you have doubles every 12 to 18 months Thomas Redman Data-Driven 1 The average amount of inaccurate data

More information

Software Development Process

Software Development Process Software Development Process A software development process, also known as software development lifecycle, is a structure imposed on the development of a software product. Similar terms include software

More information

UNITED STATES DEPARTMENT OF EDUCATION OFFICE OF INSPECTOR GENERAL

UNITED STATES DEPARTMENT OF EDUCATION OFFICE OF INSPECTOR GENERAL UNITED STATES DEPARTMENT OF EDUCATION OFFICE OF INSPECTOR GENERAL AUDIT SERVICES June 30, 2016 Control Number ED-OIG/A04O0014 James W. Runcie Chief Operating Officer Federal Student Aid U.S. Department

More information

Project Risk Management

Project Risk Management PROJECT ADVISORY Project Risk Management Leadership Series 9 kpmg.com/nz About the Leadership Series KPMG s Leadership Series is targeted towards owners of major capital programmes, but its content is

More information

Wiltshire Council s Behaviours framework

Wiltshire Council s Behaviours framework Wiltshire Council s Behaviours framework It s about how we work Trust and respect Simplicity Responsibility Leadership Working together Excellence Why do we need a behaviours framework? Wiltshire Council

More information

Course Title: Planning and Managing Agile Projects

Course Title: Planning and Managing Agile Projects Course Title: Planning and Managing Agile Projects Course ID: BA15 Credits: 21 PDUs Course Duration: 3 days (Live in person class only) Course Level: Basic/Intermediate Course Description: This 3-day course

More information

Agile Beyond The Team 1

Agile Beyond The Team 1 Agile Beyond The Team 1 Dilbert Agile 2 What Does Your Organization Value? Projects over Teams? Do new teams spools up for new projects? On-Time/On-Budget Delivery over Zero Maintenance Products Deliver

More information

POSITION DESCRIPTION KEY RESULT AREAS

POSITION DESCRIPTION KEY RESULT AREAS POSITION DESCRIPTION Position Title: Project Manager Date: January 2013 Department: Business Improvement team Position code: Sub department: Position level: D (Professional) Location: Sydney Geographic

More information

An Agile Project Management Model

An Agile Project Management Model Agile Project Management Jim Highsmith Chapter 5 An Agile Project Management Model We improve effectiveness and reliability through situationally specific strategies, processes, and practices. One of the

More information

Why Agile Works: Economics, Psychology, and Science. @MatthewRenze #PrDC16

Why Agile Works: Economics, Psychology, and Science. @MatthewRenze #PrDC16 Why Agile Works: Economics, Psychology, and Science @MatthewRenze #PrDC16 Purpose Explain why Agile practices are so successful Insights from: Economics Psychology Science Top 7 most important ideas Ideas

More information

THE VALUE OF A COMMON PROJECT CULTURE AND KEY ASPECTS ON HOW TO ACHIEVE IT

THE VALUE OF A COMMON PROJECT CULTURE AND KEY ASPECTS ON HOW TO ACHIEVE IT THE VALUE OF A COMMON PROJECT CULTURE AND KEY ASPECTS ON HOW TO ACHIEVE IT A transformation project case study Project Culture Improvement in a mid-sized ICT company in Europe. Speaker: Rickard Romander,

More information

Camber Quality Assurance (QA) Approach

Camber Quality Assurance (QA) Approach Camber Quality Assurance (QA) Approach Camber s QA approach brings a tested, systematic methodology, ensuring that our customers receive the highest quality products and services, delivered via efficient

More information

Sprint with Scrum and get the work done. Kiran Honavalli, Manager Deloitte Consulting LLP March 2011

Sprint with Scrum and get the work done. Kiran Honavalli, Manager Deloitte Consulting LLP March 2011 Sprint with Scrum and get the work done Kiran Honavalli, Manager Deloitte Consulting LLP March 2011 Contents About Deloitte Consulting 3 Executive summary 4 About Scrum 5 Scrum phases 8 Lessons learned

More information

Training and Coaching

Training and Coaching Project Profiles: Agile Implementation Services Financial Services Agile Consulting Services Review/Assessment and Coaching Our client previously built a Software Factory of 30+ teams to build and support

More information

Organizational Change Management Methodology. Tools and Techniques to aid Project Implementation

Organizational Change Management Methodology. Tools and Techniques to aid Project Implementation Organizational Change Management Methodology Tools and Techniques to aid Project Implementation Today s Objectives Discuss the Organizational Change Management team and explore ways Organizational Change

More information

Project Risk Management

Project Risk Management Project Risk Management Study Notes PMI, PMP, CAPM, PMBOK, PM Network and the PMI Registered Education Provider logo are registered marks of the Project Management Institute, Inc. Points to Note Risk Management

More information

Business Analysis Capability Assessment

Business Analysis Capability Assessment Overview The Business Analysis Capabilities Assessment is a framework for evaluating the current state of an organization s ability to execute a business automation effort from and end-to-end perspective..

More information

Project, Portfolio Management (PPM) for the Enterprise Whose System is it Anyway?

Project, Portfolio Management (PPM) for the Enterprise Whose System is it Anyway? Project, Portfolio Management (PPM) for the Enterprise Whose System is it Anyway? Protecting Your Investment with a Bottom-up Approach Revised December 2012 Heather Champoux, PMP http://epmlive.com Contents

More information

TDWI strives to provide course books that are content-rich and that serve as useful reference documents after a class has ended.

TDWI strives to provide course books that are content-rich and that serve as useful reference documents after a class has ended. Previews of TDWI course books are provided as an opportunity to see the quality of our material and help you to select the courses that best fit your needs. The previews can not be printed. TDWI strives

More information

Leveraging Agile and CMMI for better Business Benefits Presented at HYDSPIN Mid-year Conference 2014 28-Jun-2014

Leveraging Agile and CMMI for better Business Benefits Presented at HYDSPIN Mid-year Conference 2014 28-Jun-2014 Leveraging Agile and CMMI for better Business Benefits Presented at HYDSPIN Mid-year Conference 2014 28-Jun-2014 Outline 2 Context Key Business Imperatives Agile Adoption and CMMI Roadmap CMMI+Agile Best

More information

The Importance of Data Quality for Intelligent Data Analytics:

The Importance of Data Quality for Intelligent Data Analytics: The Importance of Data Quality for Intelligent Data Analytics: Optimizing the Financial and Operational Performance of IT White Paper IT decisions are only as good as the data they re based on. And that

More information

Truly Managing a Project and Keeping Sane While Wrestling Elegantly With PMBOK, Scrum and CMMI (Together or Any Combination)

Truly Managing a Project and Keeping Sane While Wrestling Elegantly With PMBOK, Scrum and CMMI (Together or Any Combination) Truly Managing a Project and Keeping Sane While Wrestling Elegantly With PMBOK, Scrum and CMMI (Together or Any Combination) Neil Potter The Process Group Lead Appraiser / Improvement Coach Organization

More information

Making $200 a Day is Easy!

Making $200 a Day is Easy! Making $200 a Day is Easy! Firstly, I'd just like to say thank you for purchasing this information. I do not charge a huge amount for it so I hope that you will find it useful. Please note that if you

More information

The Enterprise Project Management Office

The Enterprise Project Management Office The Enterprise Project Management Office A Conceptual Review Dick Patterson dpatterson@intelcheck.ca 1 Report Overview Almost all enterprises are confronted by accelerating change. An effective, Enterprise

More information

IT Owes Much to PMOs

IT Owes Much to PMOs IT Owes Much to PMOs Doing More with Less Doing more with less is the mantra of IT organizations reuse and productivity, and nowhere recently have these principles been more effectively applied than in

More information

4180: Defined Processes, Evidence, and Rescuing Corporate Knowledge: Achieving Standards Compliance in Agile and Lean Environments

4180: Defined Processes, Evidence, and Rescuing Corporate Knowledge: Achieving Standards Compliance in Agile and Lean Environments 4180: Defined Processes, Evidence, and Rescuing Corporate Knowledge: Achieving Standards Compliance in Agile and Lean Environments SEPG Conference March 2012 Dr. Richard Bechtold : Overview Problem Statement

More information

15 Principles of Project Management Success

15 Principles of Project Management Success 15 Principles of Project Management Success Project management knowledge, tools and processes are not enough to make your project succeed. You need to get away from your desk and get your hands dirty.

More information

The Agile Drupalist. Methodologies & Techniques for Running Effective Drupal Projects. By Adrian AJ Jones (Canuckaholic)

The Agile Drupalist. Methodologies & Techniques for Running Effective Drupal Projects. By Adrian AJ Jones (Canuckaholic) The Agile Drupalist Methodologies & Techniques for Running Effective Drupal Projects By Adrian AJ Jones (Canuckaholic) Agenda What We Will be Talking About Today! Introductions! What kind of processes

More information

Information Management CoE A Pragmatic Approach

Information Management CoE A Pragmatic Approach Information Management CoE A Pragmatic Approach Peter LePine- Practice Director Tom Lovell - Data Governance Specialist Information Management & Business Intelligence Practice Information Management &

More information

Total Quality Management (TQM) presented by Dr. Eng. Abed Schokry

Total Quality Management (TQM) presented by Dr. Eng. Abed Schokry Department of Industrial Engineering Total Quality Management (TQM) presented by Dr. Eng. Abed Schokry Policy, strategy and goal deployment Chapter 4 ١ Chapter 4: Learning Outcomes After successful studying

More information

Assurance of Open Source Projects

Assurance of Open Source Projects Assurance of Open Source Projects Dr Graham Oakes Founder and Principal, Graham Oakes Ltd Contents The value of Open Source Software (OSS) Two types of OSS project The challenges of implementing OSS systems

More information

Development Testing for Agile Environments

Development Testing for Agile Environments Development Testing for Agile Environments November 2011 The Pressure Is On More than ever before, companies are being asked to do things faster. They need to get products to market faster to remain competitive

More information

Presented By: Leah R. Smith, PMP. Ju ly, 2 011

Presented By: Leah R. Smith, PMP. Ju ly, 2 011 Presented By: Leah R. Smith, PMP Ju ly, 2 011 Business Intelligence is commonly defined as "the process of analyzing large amounts of corporate data, usually stored in large scale databases (such as a

More information

A Capability Maturity Model (CMM)

A Capability Maturity Model (CMM) Software Development Life Cycle (SDLC) and Development Methods There are some enterprises in which a careful disorderliness is the true method. Herman Melville Capability Maturity Model (CMM) A Capability

More information

Project Management Office (PMO) Charter

Project Management Office (PMO) Charter Project Management Office (PMO) Charter Information & Communication Technologies 10 January 2008 Information & Communication Technologies Enterprise Application DISCLAIMER Services Project Management Office

More information

MGMT 4135 Project Management. Chapter-16. Project Oversight

MGMT 4135 Project Management. Chapter-16. Project Oversight MGMT 4135 Project Management Chapter-16 Project Oversight Project Oversight: defined as a set of principles and processes to guide and improve the management of projects. Ensures projects meet the needs

More information

Adopting Agile Project Management - Corporate Culture Must Match (Apr 15)

Adopting Agile Project Management - Corporate Culture Must Match (Apr 15) Adopting Agile Project Management - Corporate Culture Must Match (Apr 15) by Megan Torrance April 20, 2015 If you re contemplating adopting an agile approach, and the thought of implementing new project

More information

Table of contents. Performance testing in Agile environments. Deliver quality software in less time. Business white paper

Table of contents. Performance testing in Agile environments. Deliver quality software in less time. Business white paper Performance testing in Agile environments Deliver quality software in less time Business white paper Table of contents Executive summary... 2 Why Agile? And, why now?... 2 Incorporating performance testing

More information

Managing Change in Organizations. Sonja Streuber, PMP, SSBB

Managing Change in Organizations. Sonja Streuber, PMP, SSBB Managing Change in Organizations Sonja Streuber, PMP, SSBB Sonja Streuber Project Mgmt & Engineering, Six Sigma, Risk Mgmt & Risk Analysis: 2000 2003 Agilent Technologies 2003 2009 Lockheed Martin 2009

More information