3. Adrian Pyne - good agile governance (including case studies) GOV011015
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Transcript of 3. Adrian Pyne - good agile governance (including case studies) GOV011015
Achieving change successfully: Why good governance matters
Case studies in
Agile Project Governance
Adrian Pyne Part of the Agile PM Roadshow
1st October 2015
© Pyne Consulting Limited l
Applied Impact Technology 2
© Pyne Consulting Limited l
Contents
Being Agile at projects is…….and isn’t……
Being Agile at two levels
Case study 1: Being Agile within a project - Sainsburys
Case study 2: Flying towards Agility at Gatwick Airport
Case study 3: Julius Caesar’s Agile conquest of Gaul
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© Pyne Consulting Limited l
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So Being Agile at projects is….. Satisfy the customer, produce outcomes that result in benefits
Embrace changing requirements
Provide an environment for success that is sustainable
Collaborative behaviours based on Trust
Keep it simple
At regular intervals – reflect, learn and adjust
TIME
QUALITY
COST
PEOPLE
TIME
QUALITY
COST
PEOPLE
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Being Agile at projects is NOT….. About leaving stuff out
E.g. an excuse not to plan
Undisciplined
A recipe for chaos
E.g. embracing ALL changing requirements
The same as Agile development
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Organisational Project Management
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Within projects and programmes
Being Agile at two levels
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Case study 1: Sainsbury Point of Sale
A huge Change programme
An Agile software development project
Other serial projects, e.g. kit roll out and training
Agile aspects to the management of the programme
Adaptation of mature P3 standards
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Strong Sponsor leadership
Time and cost capped
MoSCoW prioritisation
Just enough planning
Ops Engagement
Co-located team
Sainsbury Point of Sale: Agile project
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Case study 2: Flying towards Agility at Gatwick
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Regulator
Airside
Terminals IT
Handling
Airlines
Finance
Passengers
Commercial
Local authorities
Constructors
/ Contractors
/ Suppliers
Media
Executive
/Owners
Local people
Employees
HR
Security
Unions
ATC
Competition
Retailers
Clear leadership from COO and Sponsors
Empowered Sponsors and project leaders
Intention to make projects part of Business as Usual
A delivery oriented culture focussed on Value
People know their roles and how they relate to others
Adapted APM BoK
People / Process / Technology capability
Flying towards Agility at Gatwick
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Creating a landscape for success
Vision
Strategy
Technology
Process Policies
Values Organisation
Rules
Behaviours Symbols
Relationships
Perceptions
Beliefs
Assumptions
Unwritten rules
Common practice
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"Vercingetorix Throws Down His Arms at the Feet of Julius Caesar", 1899, by Lionel Noel Royer
Case study 3: Julius Caesar – Conquest of Gaul
http://www.whereprojectsthrive.uk/julius-caesars-agile-conquest-of-gaul-58-to-50bc/
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Case study 3: Julius Caesar – Conquest of Gaul
58-50 BC
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Case study 3: Julius Caesar’s conquest of Gaul Satisfy the customer
Welcome change
Regular successes – success as measure of progress
Operational and project people work as one team
Self organising teams
Build an environment around motivated individuals
Simplicity
Reflect, learn and adjust
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Case study 3: Julius Caesar – Conquest of Gaul
© Pyne Consulting Limited l
Legion
Centurion
Legatus
Contubernium (tent group)
Centuries
Cohorts Pilus Prior
Decanus
Contents
Being Agile at projects is…….and isn’t……
Being Agile at two levels
Case study 1: Being Agile within a project - Sainsburys
Case study 2: Flying towards Agility at Gatwick Airport
Case study 3: Julius Caesar’s Agile conquest of Gaul
16
© Pyne Consulting Limited l
Adrian Pyne
m: 07767 822 842
Thank you!
© Pyne Consulting Limited l
This presentation was delivered at an APM
event
To find out more about upcoming events
please visit our website
www.apm.org.uk/events