AGILE PMO & PUBLIC Mikas Jovaišas

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Geoffrey Hart
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1 AGILE PMO & PUBLIC Mikas Jovaišas

2 MARKET TENDENCIES 2

3 MULTIPLE INNOVATIONS Mobility for customers Hybrid mail e.channels Financial services Mobility for employees Partnerships Last mile innovations Process automation 3

4 MOBILE POSTMAN

5 AUTOMATED SORTING

6 PROJECT MANAGEMENT CHALLENGES 1 2 COMMERCIAL, BUT STILL PUBLIC SECTOR Regulations Public procurement X PROJECTS: Y SYSTEMS: Z TEAMS Large organization Solutions diversity Internal/ external delivery Slow approval cycles 6

7 DAIKTŲ INTERNETO ĮGALINIMAS Agile PMO in Public Sector 7

8 AGILE PMO PMO organizational change project managers team Internal stage gating process Agile Product Owners in IT Agile Delivery Plans Mapping to PMO Project Portfolio 8

9 Agile IT PMO AGILE PMO 2 Stage gate 1 Stage gate 2 Ideas, needs, opportunities Strategy Business cases Business planning selection Concept Phase Selection Filter Planning & Execution of Approved Projects Stage gating TIMELINE Projects portfolio Projects plans High-priority items Systems backlogs Release 1 Release 2 Release 1 Release 2 Release 1 Release 2 N projects Small CRs Support 9 Low-priority items

10 AGILE IT ORGANIZATION Hidden IT supply chain Standardized plans for all systems System teams Integration with organization PMO 10

AGILE IT ORGANIZATION 2 1 2 3 4 5 6 7 Standardized Agile backlogs Standardized Release plans Backlog

11 AGILE IT ORGANIZATION Standardized Agile backlogs Standardized Release plans Backlog transparency 2w - 1m iterations Intermediate releases Business users involvement Regular Sync with PMO plans 11

12 AGILE PMO TOOLS Project / Change Requests approval - Workflow System IT Incidents - Internal IT Service Desk PMO Portfolio - Microsoft Project Server PMO Projects - Microsoft Project Server System level Agile Backlogs - Microsoft Team Foundation Server

13 BENEFITS LIMITED WORK IN PROGRESS BETTER CAPACITY PLANNING BETTER RELIABILITY ON ESTIMATES Filtered inquires due to Stage gating Clear trade offs for urgent changes Visualized and prioritized backlogs Quarterly release plans Agile team commitments Regular re-planning of time remaining Transparency of release plans

14 IMPLICATIONS BREAKING THE COMFORT ZONES INEVITABLE ORGANIZATION & PROCESSES CHANGE MULTIPLE TOOLS More discipline for the Business Units Learning to say and accept NO as an answer Learning to be transparent IT department structure change roles, subordination, flatten structure New processes for Business Units, PMO and IT department Temporary performance downgrades, misunderstanding, mistakes No single tool for all PMO stack yet

15 Agile Public Procurement

16 PUBLIC PROCUREMENT OF THE AGILE IT PROJECTS Agile is recommended for Government IT Projects Waterfall can be Agile-Under-Cover phpapp01 Agile templates based on LT Post experience

17 PUBLIC PROCUREMENT OF THE AGILE IT PROJECTS 2 Proper Procurement Object Definition Procurement Object Pricing Payment terms Solution implementation and deployment. Solution defined in business processes and usage scenarios Development and consulting hours buffer Fixed price for main scope Total price of X hours Payments after each release Payments on demand, based on work orders. Buffer may be consumed both after the final release or in parallel Support Total price for X months Monthly payments Starts after 1 st release to production

18 PUBLIC PROCUREMENT OF THE AGILE IT PROJECTS 3 Proper Staged Delivery Plan Stage Duration Payments Working software Kick off 1-2 weeks % of fixed price - Exploration / Detailed analysis Up to 1 month - - Release months % of fixed price Trial usage with business users Release months % of fixed price [+ work orders] Release months % of fixed price [+ work orders] [+ monthly support] Trial usage with business users GO LIVE Trial usage with business users Production usage Release X 1-2 months % of fixed price [+ work orders] [+ monthly support] Closure 1 2 weeks % of fixed price [+ monthly support] Production usage Production usage

19 SUCCESS STORY MOBILE POSTMAN 1 3 RELEASES USERS 3 4 th RELEASE IN 2018

20 BENEFITS BETTER RISK MANAGEMENT READY FOR INEVITABLE CHANGE BETTER USABILITY & EARLY ROI Early releases disclose the technology and supplier related risks Early alert of delays in case of possible intermediate delays Flexibility of Fixed Scope definition Processes, Scenarios, KPIs Work orders buffer Wrong features can be reworked during following stages User group involvement along the project Faster GO LIVE with limited functionality

21 IMPLICATIONS LEGISLATION & REGULATION SUPPLIERS ORGANIZATION Public Procurement Authorities are poorly aware about Agile Project Management Initial delays with approvals and legal phrasing Lack of Agile Delivery readiness at suppliers side Full transparency and often delivery may not be appreciated High involvement of Business units interim acceptances, priority management Business user group dedication for the project

22 MY ADVICE Practice makes it WORK!

23 LETS GET IN TOUCH MIKAS JOVAIŠAS Head of Strategy and Business Development JSC Baltic Post, Chairman of the Board JSC Lietuvos pašto finansinės paslaugos, Member of the Board 23

Manage Projects Effectively

White Paper Application Development, Test & Delivery Manage Projects Effectively Table of Contents page Executive Summary... 1 The Micro Focus Solution Invest in What Matters Most then Manage It... 2 Strategic