The Agile PMO Value-driven Agile Project Management Office Brno,24 th March2015

Transcription

1 The Agile PMO Value-driven Agile Project Management Office Brno,24 th March2015 Michael Nir President Sapir Consulting US

2 Michael Nir Sapir Consulting US LLC M.Sc. Engineering, PMP, SAFe accredited consultant Author of 11 bestseller business books Global clients -telecoms, hi-tech, software development, R&D environments and petrochemical & infrastructure Integrating the hard and soft parts of Business, Development and more m.nir@sapir-cs.com

3 Starting with the end in mind It is all about value and no, documents don t provide it; A Lean method for selection and prioritization; PMO focus on strategic resources, Agile provides the local empirical leadership; PMO perception leading the change;

4 It just doesn t Work

5 Do you realize value from your PMO? TRICKY QUESTIONS How many of you manage a PMO or have a PMO in the organization Have you seen failures? What are the challenges? Yes we have a PMO in the organization and

6

7 Truly PMOs don t deliver RESEARCH Gartner 2012 ESI 2013

8 Review Most of the challenges we experience in the modern project organization stem from complexity! Selection of projects Allocation of resources Forecasting in a dynamic system Communication in virtual environment What can we do about project complexity create PMOs maybe to control better? Before though, let s experience a complex system

9 50% Failures

10 How did we get here? THE STORY OF PETE

11 The PMO evolution THE STORY OF PETE Build me a PMO worthy of Londec! Yes Master

12 The first steps THE STORY OF PETE What to do? Maybe some research? Analysis of Current state? Interviews? I know

13 How did we get here? PAIR ACTIVITY Provide a Mission / Vision statement for a PMO

14 The Mission THE STORY OF PETE The mission of the Project Management Office (PMO) is to provide an enterprise-wide approach to identify, prioritize, and successfully execute a technology portfolio of initiatives and projects that are aligned with the Helsinkstrategic goals and educational vision

15 The Gap Analysis Stakeholders LEAD EXPECTATIONS No Tools No Tools No Process Training I need a Home Training Worthy PMO Strategic Alignment No Tools

16 The Gap Analysis Executives LEAD EXPECTATIONS I need Reports! Better Control! A methodology NOW Worthy PMO Strategic Alignment

17 PMOs lose focus waste money Pay me a Lot! I can help PMBOK? PLC I need a Staff Training Need Assessment? New Reports and Templates Support the PMs Maybe Select Tools

18 Discuss with the person next What Would You Do?

19 The Typicalnext steps PMO FAILURES The tactical PMO The process PMO 50% The chocking PMO The tools PMO

20 Drowning in administration Super secretaries: Collect data TACTICAL PMO Write down project plans Manage project issues Summarize meetings Glamor of being where things happen -on top

21 Escaping from Process Alcatraz PROCESS PMO The bureaucracy is expanding to meet the needs of the expanding bureaucracy (O. Wilde.)

22 The Unavoidable Crash Losing Focus BITING TOO MUCH

23 Focusing on tools not on value TOOLS TOOLS TOOLS Starting with tools - Eternalizes the wrong WOW

24 We can do Better!

25 What makes a PMO Agile

26 PMO Value Enablement Resource allocation Control/limit the mix Selection and prioritization Chose the valuable projects The Agile PMO Effective, streamlined delivery reduce waste Agile Leadership

27 PMO value enablement Resource allocation Control/limit the mix Selection and prioritization Chose the valuable projects The Agile PMO Effective, streamlined delivery reduce waste Agile Leadership

28 Toyota defined 7 wastes

29 Reduce waste process and project

30 PMO is best suited to remove waste of project and process

31 Remove Document Waste

32 Remove Project Scope Waste

33 Kanban the Waterfall Cancel projects Prioritize projects Limit projects in queue Limit projects in process REMOVE PROJECT WASTES

34 Remember: when Everything is Important Nothingis

35 Review -PMO value enablement Resource allocation Control/limit the mix Selection and prioritization Chose the valuable projects The Agile PMO effective, streamlined delivery reduce waste Agile Leadership

36 SAFe -Scaled Agile

37 SAFe selection and prioritization Kanban approach

38 PMO is best positioned to Kanban the Selection and Prioritization

39 Create Kanban Buckets for selection

40 Review -PMO value enablement Resource allocation Control/limit the mix Selection and prioritization Chose the valuable projects The Agile PMO effective, streamlined delivery reduce waste Agile Leadership

41 Two prime approaches: global and local to semi-optimize Traditional PMO - Top down MRP, computer aided, global solution Scope constrained Local Heuristics, Lean process JIT, Kanban. Time and budget constrained

42 Kanban, Conwipand Critical chain

43 Project profits (x1,000,000 $) based on resources Project/ Yellow Orange Mint Green Lilac Purple Crimson Red #Resource 0 (7) (14) (9) (11) (5) (43) (5) (19) 1-2 (2) (5) 0 (25) (1) (4) (1) 3-7 (15) (5)

44 PMO is best Positioned to link Governance to Agility

45 Use resource Allocation that actually WORKS

46 Review -PMO value enablement Resource allocation Control/limit the mix Selection and prioritization Chose the valuable projects The Agile PMO effective, streamlined delivery reduce waste Agile Leadership

47 Agile Leadership Is primarily revolving around: Collaboration Empowerment Self management Servant leadership

48 Agile Leadership

49

50 We must CHANGE! PMO Command and Control is obsolete

51 This just in: Problem we want to solve by this training: we have noticed that senior stakeholders in our organization are sometimes hard to convince in a need and value of proper project/program governance and overall role of PMO in delivering business value.

52 Take Away KPI document reduction KPI project cancel KPI faster delivery KPI selection Kanban KPI project satisfaction KPI impediment removal

53 Increase your Return from Projects! Next Agile PMO public workshops: 9-10 th April Atlanta 15 th April Seattle 18 th May Chicago/Boston Thank You Connect on LinkedIn