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

Transcription

1 W9 Class 11/17/ :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

2 Sanjiv Augustine LitheSpeed, LLC For more than ten years Sanjiv Augustine, president of LitheSpeed and an industryleading 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.

3 The Agile PMO From Process Police to Adaptive Governance Agile Development Practices Conference Presented by Sanjiv Augustine November 17, 2010

4 Agenda 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 Adap0ve Governance Adap&ve governance is the collabora've, flexible and learning- based management of programs and por5olios. Q&A

5 Why an Agile PMO?

6 Why an Agile PMO? 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 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 % 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

7 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?

8 Barriers to Sustained Adop0on 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 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.

9 Setting up the Agile PMO

10 Organiza0onal Structure Image from Oscilla0ng Between Informa0on Discovery and Integra0on 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) 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

11 An Agile Role for the PMO 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 Adap0ve Governance Adap&ve governance is the collabora've, flexible and learning- based management of programs and por5olios.

12 Project Prioritization & Selection

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

14 Por5olio Realignment 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 Cycle Time = Li\le s Law WIP Comple&on Rate Development Business Goals & Strategy Produc0on Sunset Backlog

15 Portfolio Tracking

16 Por5olio Alignment Wall

17 Por5olio Alignment Wall (Cont d) 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

18 Resource Management

19 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 Projects & Resources Time ROI

20 Source: Managing New Product and Process Development, Clark and Wheelwright, p. 242, 1992 Costs of Task- Switching

21 Stable Teams 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 o o o Support multiple lines of business simultaneously Focused effort results in quick delivery for individual projects Clear accountability Stability and predictability Source: The Lean-Agile PMO, Sanjiv Augustine and Roland Cuellar (Cutter Consortium 2006)

22 Lean Resource Management 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 Projects & Resources Time ROI

23 Sustainable Agile Adoption

24 Team Produc0vity Management 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 Tips: Measure outcome, not output Measure only a few things Ensure commonly understood operational detinition and measurement plan Target specitic questions and audiences From AllPosters.com - Courtesy Robin Dymond and Deborah Hartmann

25 Process Standardiza0on Create a defined and reliable process: Standardize high-level process steps, deliverables, tools and artifacts Agree on process audit procedures Develop standard process metrics

26 Contact Us for Further Informa0on Sanjiv Augustine President On the Web: "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.