Agile Program Management in Action

Transcription

1 Agile Program Management in Action

2 Agile Program Management in Action

3 PRESENTATION CUTOUT PEOPLE SAMPLER Disclaimer The views and opinions expressed in the following PowerPoint slides are those of the individual presenter and not necessarily those of NTT Data Services or its clients. These PowerPoint slides and activities are protected under the copyright laws of the United States of America and other countries. Used by permission. All rights reserved. Project Management Institute and PMI are registered trademarks. All other trademarks are the property of their respective owners. The PowerPoint slides are for registered attendees of the PMI Upstate New York September 2018 Chapter Meeting.

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5 Learning Objectives Distinguish between projects and programs Identify key principles from The Standard for Program Management and The Agile Practice Guide Compare Agile Program Frameworks Examine case studies of Agile Programs delivering firecracker benefits and strategic value Learn about Agile tools to scale an Agile Project into an Agile Program Apply Agile Program Management best practices to align programs to organizational strategy.

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7 PRESENTATION CUTOUT PEOPLE SAMPLER

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9 This Photo by Unknown Author is licensed under CC BY This Photo by Unknown Author is licensed under CC BY

10 Project Project = A temporary endeavor undertaken to create a unique product, service, or result.

11 BIG! Project Project = A temporary endeavor undertaken to create a unique product, service, or result.

12 Program Program = A group of related projects, subsidiary programs, and program activities managed in a coordinated manner to obtain benefits not available from managing them individually.

13 Portfolio Portfolio = A collection of projects, programs, subsidiary portfolios, and operations managed as a group to achieve strategic objectives.

14 Program Program = A group of related projects, subsidiary programs, and program activities managed in a coordinated manner to obtain benefits not available from managing them individually.

15 How to Distinguish a Program from a Project or Portfolio Project Management Institute. The Standard for Program Management, Fourth Ed., p. 8, Fig Exhibit much uncertainty Complex and/or large in work scale Involve multiple stakeholders, internal and external to the organization Involve higher risk Persist for longer durations of time than projects Typically involve high levels of change May generate numerous related services, products, or results grouped in a series

16 Project Management Institute. The Standard for Program Management, Fourth Ed., p. 8, Fig. 1-2.

17 Program Strategy Alignment Program Benefits Management. Program Life Cycle Management Program Stakeholder Engagement. Program Governance. The Five Domains of Program Management

18 Program Strategy Alignment. Project Management Institute. The Standard for Program Management, Fourth Ed., p. 34, Fig. 3-1.

19 How do we Map an Agile Program to an Organization s Strategic Plan? Project Management Institute. The Standard for Program Management, Fourth Ed., p. 34, Fig. 3-1.

20 Adoption of an Agile Mindset Manifesto for Agile Software Development We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. Retrieved from

21 Types of Programs Telehealth Technologies Project Strategic Program Distance Learning and Telemedicine Project 2 Distance Learning and Telemedicine Project 1 Telepsychiatry Demonstration Pilot with Medical College Business Intelligence Conversion Master Data Management Data Warehouse Redesign Emergent Program Telepsychiatry Expansion Project

22 Types of Programs Affordable Care Act Managed Care Initiative Medicaid Redesign Program HARP Health Home Care Management Program Health Homes BHOs Health Home Care Management Billing Health Home Plus Referrals Health Home Plus Data Extract Project Compliance Program

23 Why do we need Agile Programs? Our project is really ongoing. Should these two projects be managed together? They seem to go together and they are so complex! Our company just revised our vision statement, but our projects and programs seemed to follow our previous objectives. I m sorry, I forget why we have this program. Can you please remind me?

24 Why are so many projects still not successful?

25 Change is rampant today. 700,000 Number of U.S. Patent Applications 600, , , , , , Patent Applications Year

26 Agile Program Management Timeline 1953 Project Management is a Discipline 1994 CHAOS Report Shows 16% of IT Projects Successful 1998 Program Management is a Discipline Agile Manifesto 2006 PgMP Certification Created 2018 PMI-ACP Fastest Growing Certification

27 Prepare to Climb Strategically Program Management Plan Program Risk Management Strategy Program Business Case Program Roadmap Organization s Strategic Plan Program Charter. Environmental Assessments

28 Agile, Hybrid, and Traditional Management Frameworks Mount Agile Mount Hybrid Mount Traditional

29 In the 2015 the Pulse of the Profession report by PMI, showed 76% of organizations with program management maturity deliver successful projects as opposed to only 54% without it. Successful Projects 54% 76% Program Management Maturity Program Management Immaturity

30 In the 2017 State of Agile Report, we learn this: Kanban 1,492 survey respondents across a broad range of global software development businesses

31 How do we attain Agile Program Management? Successful Projects Program Management Maturity Program Management Immaturity

32 How do we ascend Mount Agile? Project

33 Can Agile Programs be Successful? You Bet! Scaled Agile Framework (SAFe) Scaled Agile Framework (SAFe) Scrum + XP Kanban Scrum of Scrums Scrum of Scrums Disciplined Agile Delivery

34 Scrum of Scrums

35 Scrum Primer This Photo by Unknown Author is licensed under CC BY-SA

36 Scaling from Scrum to Scrum of Scrums Advantages: Exploits Scrum, the most prevalent Agile Framework thus reducing training $ Lightweight Framework Fast to implement Little investment in tools Easy to customize Results: Manageable communication channels Potentially shippable product Integrated Product Backlog Big Room Planning & transparency Continuous strategic alignment

37 Scrum of Scrums & Program Roadmap Roadmap is aligned to the company or organization s strategic plan Benefits are clearly evident on the roadmap, linked to organizational strategy Critical success factors (CSF)s identified next to each project Key performance indicators measure success

38 The Strategic Alignment CSF KPI Metric Project / Work Component Vision Statement: Part of a new digital ecosystem, designed for you. Mission Statement: A. Increase patients served by GE Healthcare Increase by 5k patients served by device in North America. Count Patients served MAC 2000 Manufacturing Process Improvement Information you need to help improve outcomes for your patients, staff and your enterprise; including access to clinical, operational, leadership topics, and trends. Expanded access through MyGEHealthcare, our secure portal to help you operate more efficiently. B. Increase providers served by GE Healthcare C. Increase cardiology treatment outcomes patients served by GE technologies Increase by 500 providers using GE Cloud Services in North America. Increase patient care work flow with MUSE solution for 25% reduction in cardio ER readmissions. Count GE Health Cloud providers 25% reduction in cardio ER readmissions Provider GE Health Cloud Project Muse Cardiology Information System Project

39 Scaled Agile Framework (SAFe)

40 Lean-Agile Primer This Photo by Unknown Author is licensed under CC BY-SA

41 Scaling from Lean-Agile to SAFe Advantages: Start with what you do now is easy to implement Lightweight Framework Works well with existing work flows Strong focus on transparency for feedback loops Quality built in with continuous improvement Lego s Results: Scaled from 5 Scrum Teams to 20 Integrated Scrum Teams with SAFe Offloaded non-value added documentation ART Teams meet every 8 weeks for Big Room Planning and strategic alignment to real business needs

42 SAFe & Integrated Product Demo Directly connects to the company vision: Imagine what you can do! Organization s mission statement is on the demo checklist. Benefits are clearly evident on the demo checklist, linked to organizational strategy Critical success factors (CSF)s identified next to each project Key performance indicators measure success Definition of Done is clear with success criteria

43 Strategy: Ingenuity for Life Kanban

44 Kanban Primer Work not Started Work in Progress Work Complete This Photo by Unknown Author is licensed under CC BY

45 Scaling from Project to Program with Kanban Advantages: Start with what you do now is easy to implement Lightweight Framework Adapts well to existing work flows Powerful feedback loops Quality built in with continuous improvement Siemens Results: Moved 40+ teams across 3 continents to Kanban Uncovered many defects and problems resulting from uncontrolled WIP limits Reduced median cycle time by 21% User stories completed rose from 525 to 787 over the course of 149 days Work not Started Work in Progress Work Complete

46 Work not Started Work in Progress Work Complete Kanban and the Cumulative Flow Diagram

47 Kanban with Kaizen

48 Scaled Agile Program: A Strategy to Deliver More Quickly, with Team Engagement Benefits

49 Now it s Your Turn to Put Agile Program Management into Action! Rules of Play: Everyone is now an instant member of an Agile PMO. Each table is a team. In your Trail Mix Bag you will find tools to form strategic, emergent, and compliance programs. You do not have to use all artifacts. The portfolio manager is the team member who finished their dinner last at your table. They will read your organization s strategic vision statement first. The portfolio manager will designate another team member to be the product owner who will read the case study found in the Trail Mix Bag. All other team members are program managers. Your team will select an Agile Framework and Tools from the bag to get the work done. Your team decides what Framework and Tool(s) combination will best align the program with the strategic vision. The team must justify their selections. Goal: When the chime sounds, all teams should have a 30 sec. elevator pitch for their Agile program. The team judged to have the best strategic alignment based on an Agile mindset will win prizes.

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51 Identify Benefits Identify the benefits projects and programs bring. Select a Framework Select project and program management frameworks that make sense. START Find the organization s strategic vision and mission statements. Best Practices in Agile Program Management Transform Benefits into Value Show critical success factors on scorecards that transfer value to the organization. Align Benefits to Strategy Align benefits of projects and programs to the organization s strategic statement.

52 Agile Program Management Tools Discovered Today Roadmap Kaizen Integrated Product Demo Task boards pull from Integrated Backlog Cumulative Flow Diagram Work not Started Work in Progress Work Complete

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54 Find out what interests your project and program sponsors. Discover what matters to customers & business owners. Empower your teams to lead. When you lead from behind, the servant leader has their team s back.

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57 Christopher La Rocca PgMP, PMP, PMI-ACP Sr. Principal Consultant Linkedin.com/in/chrislaroccapgmp 2018 NTT DATA, Inc. All rights reserved.

58 References Cited 5 Success Stories That Will Make You Believe in Scaled Agile. Retrieved from 12 th State of Agile Report by Collabnet Versionone. (2018) Retrieved from Project Management Institute. Agile Practice Guide (2017). Project Management Institute. A Guide to the Project Management Book of Knowledge Sixth Edition (2018). Project Management Institute. The Standard for Program Management Fourth Edition (2017). Project Management Institute. The Strategic Impact of Projects: Identify benefits to drive business results in Pulse of the Profession, March NTT DATA, Inc. All rights reserved.

59 References Cited Project Management Institute. New Findings: Organizations with High Benefits Realization Management Maturity Have 50% Edge in Goal Attainment press release: Scaled Agile PI Event at Arm. Retrieved from Vallet, Bennet. Kanban at Scale A Siemens Success Story. Retrieved from NTT DATA, Inc. All rights reserved.