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TheAgilePMO

PresentedbySanjivAugustine

July22,2009

FromProcessPolicetoAdaptiveGovernance

•  WhyanAgilePMO?•  SettinguptheAgilePMO•  ScalingScrumthroughAdaptiveGovernanceo  ProjectPrioritization&Selectiono  PortfolioTrackingo  ResourceManagemento  SustainableAgileAdoption

•  Q&A

Agenda

Adap0veGovernance

Adap&vegovernanceisthecollabora've,flexibleand

learning‐basedmanagementofprograms

andpor5olios.

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WhyanAgilePMO?

WhyanAgilePMO?

HowarePMOsDoing?

“TherecentresearchliteratureonPMOsprovidesanambiguouspictureofthevaluecaseforPMOsandsuggeststhetenuousnatureoftheircurrentposi0oninmany

organiza0ons.”

‐HurtandThomas,BuildingValuethroughSustainablePMOs,ProjectManagementJournal,March2009

“53%ofCIOssaytheirITprojectpriori0za0onispoli0callydriven.”

‐CIOInsight,2004

“Theinfluenceofaconserva0ve,process‐orientedpersonalityintotheworldofagile

technologiesandagile‐thinkingtechnologistsisnearlyasra0onalasusinga

WorldWarItrenchwarfaregeneral’smindsettodirecttheeffortsinAfghanistan.”

‐CascaquotedbyThornberry,PMOskeepprojectsontrackandunderbudget,ZDNetAsia

Someofthechallenges/problemsfacedbyPMOs:

•  Lackofauthorityandexecutivesupport•  Lackofdemandmanagement•  Focusonupwardsreporting•  Processstandardizationandauditingrigidity•  Over‐relianceonprojectportfolio

managementtools•  Staffversuslineorganizationalstructure:

createsoverhead,lackofaccountabilityandcareerplateau

•  Misalignmentoftools,techniquesandreportingwithAgilemethods

•  PMOsperceivedas“processpolice”whoblockratherthanenable

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SettinguptheAgilePMO

TwoVisionsforthePMO

“Anorganizationalunittocentralizeandcoordinatethemanagementofprojectsunderitsdomain.APMOoverseesthemanagementofprojects,programsoracombinationofboth.”

Agroupofprojectleaderswhoachievetheseresults:

•  Weincreasereturnoninvestmentbymakingcon&nuousflowofvalueourfocus.

•  Wedeliverreliableresultsbyengagingcustomersinfrequentinterac&onsandsharedownership.

•  Weexpectuncertaintyandmanageforitthroughitera&ons,an&cipa&on,andadapta&on.

•  Weunleashcrea0vityandinnova0onbyrecognizingthatindividualsaretheul&matesourceofvalue,andcrea&nganenvironmentwheretheycanmakeadifference.

•  Weboostperformancethroughgroupaccountabilityforresultsandsharedresponsibilityforteameffec&veness.

•  Weimproveeffec0venessandreliabilitythroughsitua&onallyspecificstrategies,processesandprac&ces.

AGuidetotheProjectManagementBodyofKnowledge(PMBOK®Guide),ThirdEdi&on©2004 Declara'onofInter‐dependence,h]p://pmdoi.org[©2005DavidAnderson,SanjivAugus&ne,

ChristopherAvery,AlistairCockburn,MikeCohn,DougDeCarlo,DonnaFitzgerald,JimHighsmith,OleJepsen,LowellLindstrom,ToddLi]le,KentMcDonald,PollyannaPixton,PrestonSmithandRobertWysocki.]

HowbestcanaPMOaidindeliveringbusinessvalueacrossmultipleprojects,programsandportfolios?

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•  Encourageface‐to‐facedialogueacrosslevels•  Createoverlappingmanagementwith“linkingpins”•  RuntheLean‐AgilePMOasanAgileprojectteam

Source:TheLean­AgilePMO,SanjivAugustineandRolandCuellar(CutterConsortium2006)

Organiza0onalStructure

Oscilla0ngBetweenInforma0onDiscoveryand

Integra0on

Acentralizedstructureworkswellfordiscovery,becausetheindividual’sroleistoWind

informationandreportitback.Incontrast,arichlyconnected

networkworksbestforintegrationanddecision

making,becauseitallowstheindividualtoheareveryoneelse’sopinionaboutthe

expectedreturnfromeachofthealternatives.

‐AlexPentland,HowSocialNetworksNetworkBest,HarvardBusinessReview,

February2009

Imagefromwww.crea'on'ps.com/bees.html

•  Optimizeforthroughput,notutilization

•  LimitWorkinProcess(WIP),notteamfreedom

•  ObsessabouttheFlowofvalue,nottheprocess

LeanPrinciplesfortheAgilePMO

Throughput

Throughputinprojectpor5oliomanagementistherateatwhichprojectsnetmoneyforthebusiness.

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AgilePMOsconsiderScrumteamstobetheircustomers,andsupportthemin:

•  Bringingleandisciplinetoprojectprioritization&selection

•  TrackingprojectportfoliosusingAgiletrackingtechniques

•  Movingtowardsastableteamsmodelofresourcemanagement

•  ScalingandsustainingagileadoptionbysupportingandempoweringScrumteams

AnAgileRoleforthePMO

Adap0veGovernance

Adap&vegovernanceisthecollabora've,flexibleand

learning‐basedmanagementofprograms

andpor5olios.

ProjectPrioritization&Selection

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TheTypicalProjectPorXolio

Source:TheLean­AgilePMO,SanjivAugustineandRolandCuellar(CutterConsortium2006)

•  ToomuchWorkinProcess(toomanyin‐Wlightprojects)

•  Noprojectprioritizationbybusinessvalue

•  Resourceover­utilization

•  Dangerousvariation(largebatchsizes,unregulateddemand,irregularrateofservice)

•  Terminatesickprojects•  Splitlargeprojectsinsmallerones•  Prioritizeprojectsbybusinessvalue,atleastwithinbusinessunit

•  Limitdevelopmenttimeframetomonths•  Re­prioritizeprojectsregularly

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Development

3 24

Li\le’sLaw

WIP

Comple&onRate

Por5olioRealignment

BusinessGoals&Strategy Produc0on Sunset

CycleTime=

Backlog

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•  Shouldwedothisprojectatall?•  Determinerankingcriteria•  Rankprojectsandcreaterankedprojectbacklog

ProjectIden0fica0on&Selec0on

ExampleProjectSelec&on

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PortfolioTracking

•  Featureslaidoutonindexcardsasperoverallreleaseplan

•  Cardcolorsidentifyagileteams

•  Labelsidentifydependentteams

•  Rowstrackfeaturestreams•  Columnstracksprints/timeline

Por5olioAlignmentWall

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ManagetheFlow

•  Limitrequestbacklogtoafewitems•  PrioritizerequestsbyValue•  Measuretimetodeliversmall,medium

andlargerequests•  Trackandmanagework­in­process

(WIP)tooptimizethroughput•  Optimizedeliveryspeedbylimiting

work‐in‐processtoobservedcapacity,thusensuringcontinuousWlowofvalue.

0 25 50 75 100 125 150 175

9-O

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23-O

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6-N

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20-N

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4-D

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18-D

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1-Ja

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-Jan

29-J

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12-F

eb

26-F

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11-M

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Time

Features

Inventory Started Designed Coded Complete Bad:Raggedflow,longcycle&me(StartedtoCompleted)

Be\er:Smoothflow,fastdelivery

IdentifyandaddressbottlenecksinworkWlowstagestosmoothFlowofvalue.

ResourceManagement

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Tradi0onalResourceManagement

•  Runmanyprojectsconcurrently,withsimilarpriorities

•  Splitresourcesbetweenmultipleprojects

•  Stressmaximumresourceutilization

•  ROIonlyafterprojectsaredone Time

Projects&Resources

ROI

CostsofTask‐Switching

Source:ManagingNewProductandProcessDevelopment,ClarkandWheelwright,p.242,1992

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•  Multiple,stableteamseachfocusedonasingleprojectatatime

•  Dedicatedtoplatformsorlinesofbusiness

•  Platformownerprioritizesnextproject

•  Result:o  Supportmultiplelinesofbusiness

simultaneouslyo  Focusedeffortresultsinquick

deliveryforindividualprojectso  Clearaccountability

o  Stabilityandpredictability

Source:TheLean­AgilePMO,SanjivAugustineandRolandCuellar(CutterConsortium2006)

StableTeams

Leanorganizations:•  Dedicatecoreresourcestoeachprojectteam

•  Ensurethateachteamhasallresourcesneededtocompleteprojects

•  Stressmaximumprojectthroughput

•  ROIdeliveredincrementallywitheachprojectrelease

LeanResourceManagement

ROI

Time

Projects&Resources

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“…foralargeorganizationtoworkitmustbehavelikearelatedgroupofsmallorganizations.”

­E.F.Schumacher,SmallisBeautiful

Conqueranddividebybuildingafederationofagileteams:•  Buildthe“whole”intothe“parts”•  Setasizelimit(e.g.7+/‐2people)•  Togrow,breakoffnewintegratedAgileteamswhenteamsizelimitisreached

•  CoordinateathigherlevelviaAgilePMO

ScalingAgileTeams

SustainableAgileAdoption

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•  Conductone­on­onesessionswithmanagersandexecutives

•  Establishatrainingcurriculum•  CreateanAgilecareerpath•  LocateAgilecoachesintheAgilePMO

•  Provideprojectteamcoachingandmentoring

•  ProvidetrainingandcoachingonAgileEngineeringtechniques

Educa0onandCoaching

Createadefinedandreliableprocess:•  Standardizehigh­levelprocesssteps,deliverables,toolsandartifacts

• Agreeonprocessauditprocedures• Developstandardprocessmetrics

ProcessStandardiza0on

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ContactUsforFurtherInforma0on

SanjivAugustinePresidentSanjiv.Augustine@lithespeed.com

OntheWeb:

http://www.lithespeed.comhttp://www.sanjivaugustine.com

"IonlywishIhadreadthisbookwhenIstartedmycareerinsokwareproductmanagement,orevenbe]eryet,whenIwasgivenmyfirstprojecttomanage.Inaddi&ontoprovidinganexcellenthandbookformanagingwithagilesokwaredevelopmentmethodologies,ManagingAgileProjectsoffersaguidetomoreeffec&veprojectmanagementinmanybusinessselngs."JohnP.Barnes,formerVicePresidentofProductManagementatEmergis,Inc.