The Agile PMO: From Process Police to Adaptive Governance · 2013-08-25 · the Agile Project...
Transcript of The Agile PMO: From Process Police to Adaptive Governance · 2013-08-25 · the Agile Project...
W9 Class 11/17/2010 12:45:00 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 32073 888‐268‐8770 ∙ 904‐278‐0524 ∙ [email protected] ∙ www.sqe.com
Sanjiv Augustine LitheSpeed, LLC For more than ten years Sanjiv Augustine, president of LitheSpeed and an industry-leading 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.
The Agile PMO
Agile Development Practices Conference Presented by Sanjiv Augustine
November 17, 2010
From Process Police to Adaptive Governance
• 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
• Q&A
Agenda
Adap0ve Governance
Adap&ve governance is the collabora've, flexible and
learning-‐based management of programs
and por5olios.
Why an Agile PMO?
Why an Agile PMO?
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 2009
“53% 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
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
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?
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
Barriers to Sustained Adop0on
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.
Setting up the Agile PMO
• 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)
Organiza0onal Structure
Oscilla0ng Between Informa0on Discovery and
Integra0on
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
Image from www.crea'on'ps.com/bees.html
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
An Agile Role for the PMO
Adap0ve Governance
Adap&ve governance is the collabora've, flexible and
learning-‐based management of programs
and por5olios.
Project Prioritization & Selection
The Typical Project PorWolio
Source: The Lean-Agile PMO, Sanjiv Augustine and Roland Cuellar (Cutter Consortium 2006)
• 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)
• 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
1
Development
3 24
Li\le’s Law
WIP
Comple&on Rate
Por5olio Realignment
Business Goals & Strategy Produc0on Sunset
Cycle Time =
Backlog
Portfolio Tracking
Por5olio Alignment Wall
• 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
Por5olio Alignment Wall (Cont’d)
Resource Management
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 Time
Projects & Resources
ROI
Costs of Task-‐Switching
Source: Managing New Product and Process Development, Clark and Wheelwright, p. 242, 1992
• 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 Support multiple lines of business
simultaneously o Focused effort results in quick
delivery for individual projects o Clear accountability
o Stability and predictability
Source: The Lean-Agile PMO, Sanjiv Augustine and Roland Cuellar (Cutter Consortium 2006)
Stable Teams
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
Lean Resource Management
ROI
Time
Projects & Resources
Sustainable Agile Adoption
“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
From AllPosters.com
Team Produc0vity Management
Tips: Measure outcome, not output Measure only a few things Ensure commonly understood operational deTinition and measurement plan
Target speciTic questions and audiences
- Courtesy Robin Dymond and Deborah Hartmann
Create a defined and reliable process: • Standardize high-level process steps, deliverables, tools and artifacts
• Agree on process audit procedures • Develop standard process metrics
Process Standardiza0on
Contact Us for Further Informa0on
Sanjiv Augustine President [email protected]
On the Web:
http://www.lithespeed.com http://www.sanjivaugustine.com
"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.