Agile PMO - PM

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Agile Portfolio Management


Four Key Concepts

Large organizations adopting Agile must manage four key concepts.

Type of Work

Size of Team(s)

Project Governance

Portfolio Governance


Four Key Questions

This deck will provide an overview of how to do this by framing these concepts as questions.

Type of Work

Size of Team(s)

Project Governance

Portfolio Governance

What kind of work are we

doing?

What processes

should we use to estimate and manage deliverables?

What governance

strategy should we choose?

How should we allocate and

structure teams within a project

or product?

How does the number of

teams grow over time?

PMO &Product Development Processes

4

PM

TPM

Team

SM

Portfolio board

Portfolio Management ProcessSelect the right projects.

Allocate resources to projects.

Product Development ProcessBuild the right stuff.Build the right way.

Organize based on allocated resources.Engage in process improvement.

Link between portfolio &

product.


Assumptions

• We assume the reader is familiar with Agile development techniques, including Scrum, XP and Lean Kanban.

• In other words, this really is for large organizations who want to scale in a sensible way.

Let’s start with Types of Work

And we’ll keep going from there

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Corporate Initiatives

We Distinguish Three Types of Work

OngoingProduct

Development

NEW Product

Development

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3

BYOD Security

CRM Migration

Other corporate initiatives

Product Life Cycle

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Stage GateProjects move through defined stages via formal gates.

We Distinguish Two Governance Processes

UNDERSTANDING DEVELOPMENTANALYSIS AND PLANNING END / LAUNCH

Gate 1 Gate 2 Gate 3 Gate 4 Closure

New

Roadmap & BacklogProjects or work items move under the control of the teams that control these items. Roadmap

Backlog

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We Distinguish Three Types of Work

OngoingProduct

Development

NEW Product

Development

12

3

BYOD Security

CRM Migration


Product Life Cycle

10


Work Processes and Governance Models

OngoingProduct

Development

Product Life Cycle

NEW Product

Development

.fr migration

.it migration


Stage Gate

Stage Gate

Roadmap and Backlog


What is an Agile Team?

Product ManagerRepresents business goals, focused on value.Prioritizes.

Agile Coach (Scrum Master)Focused on product planning, sprint boundaries, milestonesPull vs. Push model to create and consume backlog of coaching events.

Coaches drive teams to increase performance the OODA loop.

Dev TeamBecause the team is capable of building and releasing code into production they are usually cross-functional and interdisciplinary.

Can put code into production!

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Teams are Allocated by the PMO

OngoingProduct

Development

Product Life Cycle

NEW Product

Development

.fr migration

.it migration


Stage Gate

Stage Gate

Roadmap and Backlog

Piccolo1 Team

Grande>4 Teams

Medio2-4 Teams

Note:Within a product line or vertical there may be several active projects. Each project has a separate backlog, a defined team structure and a chosen process model.

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Team Allocation Strategies

OngoingProduct

Development

Product Life Cycle

NEW Product

Development

.fr migration

.it migration


Stage Gate

Stage Gate

Roadmap and Backlog

Stay Lean – Grow as success warrants

Grow in a defined manner based on Stage-Gates and Resources

Grow rapidly to capitalize on market share / profit.

Reduce size to free up cash for new growth

Stabilize on a team sized commensurate with profit.

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Teams Allocated By Forward PlanningUNDERSTANDING DEVELOPMENTANALYSIS AND

PLANNING END / LAUNCH

Gate 1 Gate 2 Gate 3 Gate 4 Closure

Num

ber

of T

eam

s

Time

A Piccolo might be a single team over the life of the project.

A Medio might start with two teams in early phases, grow a bit, then shrink.

A Grande might be a large project/product designed to absorb many teams through architecture.

OOPSLA-98 15

Architecture is What Drives Team Scale

Interface

DomainModel

ObjectTranslation andPersistant Store

RouteManagement

FleetManagementScheduling

A

BIndividual

Teams Have Independent

Structure

“Build the Right Thing”

“Build the Right Way”


Shapes Of Projects

ALL FIXED

From Iron Triangle to Agile Triangle

ScopeRESOURCES

Schedule

The Iron Triangle

ScopeRESOURCES

Schedule

The Agile Triangle

FIXED

NEGOTIATEDMOSTLYFIXED

From Agile Triangle to Continuous Flow

Sprint Sprint Sprint Sprint Sprint…

Sprint Sprint Sprint SprintSprint Sprint

SprintSprint Sprint SprintSprint

Bigger / Infrequent Market Facing Releases

Buffer Push

Enterprise

Chunk

Flow

Increasing

• Autonomy• Decoupled

Teams• Automatio

n

Sprint Sprint Sprint

Absolutely Reliable Date Driven ReleasesTrainSprint Sprint Sprint

Irregular releases based on a „Chunk“ of Value

Release Every Sprint

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Teams Work According to Defined Project Shapes

EnterpriseDesigned to hit market windows defined in roadmaps, Enterprise projects have release plans consisting of multiple sprints based on thorough release planning. Maps nicely to traditional PMI-styl project management. Emphasizes learning and adjustment.

TrainDate-driven projects with heavy up front planning; closely associated with service platforms.

ChunkShorter, irregular release cycles based on “chunk” of business value that are pushed to production is ready. Intense interactions with PO and team. Closely aligned with Lean Kanban and startups.

FlowContinuous release cycles (release after every Sprint); continuous planning. Backlogs need grooming.


Putting These Concepts Together


A Tale of Three Configurations

A stable product with millions in revenue

A new product initiative, just being verified

A corporate initiative to consolidate logins across platforms

Type of Work Ongoing Prod Dev New Prod Dev Corp Initiative

Governance Roadmap & Backlog Stage-Gate Stage-Gate

Shape of Project Enterprise or Chunk, likely Enterprise

Chunk Train

Size of Team Based on Revenue Piccolo Based on Budget

Allocation Strategy

Stable, defined by yearly revenue

Small with potential to grow

Planned rise and fall

Techniques to leverage include:

Agile Product Management

Lean Startup Cynefin

Strategy-Glue-Tactics

Agile Product Development

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PM/PO Deliverables

Strategy

Tactics

Glue

Longer termHolistic

Shorter TermFocused

ProductVision

Product Purpose

Why

RoadmapUser Story map

Backlog

Release Plan

Lean Canvas

Business Model Canvas

Business Drivers

Sprint

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Flows

Strategy

Tactics

Glue

Longer termHolistic

Shorter TermFocused

ProductVision

Product Purpose

Why


Backlog

Release Plan

Lean Canvas


Business Drivers

Sprint

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Techniques

Strategy

Tactics

Glue

Longer termHolistic

Shorter TermFocused

ProductVision

Product Purpose

Why


Backlog

Release Plan

Lean Canvas


Business Drivers

Sprint

Prune The Product Tree

Speed Boat

Vision Box

Me and My Shadow

Start Your Day

Buy a Feature

Whole Product


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