Scaling FCC MARCIA HUNGLE & MARK RAJPAL NOVEMBER 22, 2017 PMI-SAC PROFESSIONAL DEVELOPMENT CONFERENCE

Transcription

1 Scaling FCC MARCIA HUNGLE & MARK RAJPAL NOVEMBER 22, 2017 PMI-SAC PROFESSIONAL DEVELOPMENT CONFERENCE

2 Q&A Backlog 1 hour Sprint Outcomes Anticipate challenges It s a Journey Always improve Aim to be more Agile than we are today PMs provide value in an Enterprise Agile world

3 GETTING STARTED

4 INFORMATION RADIATOR A term popularized by Alistair Cockburn is the generic term for any of a number of handwritten, drawn, printed or electronic displays which a team places in a highly visible location, so that all team members as well as passers-by can see the latest information at a glance: count of automated tests, velocity, incident reports, continuous integration status, and so on. Many examples of information radiators at FCC Let s see how we radiate an organizational view of our projects

5 Enterprise View Video of Janelle

6 KEY AREAS THAT ADAPTED WITH AGILE Facilities HR Business Units IT

7 FACILITIES War Room Collaboration Space

8 HR JOB PROFILES Experience: PMP and experience working with Scrum/Kanban or other Agile methodologies. PMI-ACP, CSM, or equivalent is preferred. Solid knowledge of both Agile and traditional project management principles and practices. Proven track record of successfully implementing medium to large sized projects using Agile and traditional methodologies. Key Skills: A project management professional, responsible for planning, leading, organizing, and motivating agile project team to achieve a high level of performance and quality that provides exceptional business value to users. The Project Manager may be responsible for managing several concurrent high visibility projects using agile methods in a fast-paced environment that may cross multiple business divisions. The ideal candidate will have a degree in computer science or business administration and at least five years of related experience (or equivalent). The Project Manager will play a number of different roles in actual practice: o At an enterprise level - leading and managing medium to large complexity project consisting of multiple Agile teams and/or requiring integration with other activities outside the scope of the Agile teams. o In situations that require a hybrid Agile approach - using good judgement and skill to develop a project management approach that is suitable to achieve the project goals within designated project constraints. In performing these roles, the Project Manager will be expected to use knowledge and experience in blending traditional project management principles with Agile practices in the right proportions to provide the appropriate level of planning and predictability with the right balance of flexibility and agility. What you ll do: Product Owner Support Work with the Product Owner to manage stakeholder expectations; lead communication for project deliverables; and helping to implement an effective system of project governance. Process Management and Improvement Define and manage a project management process and champion on-going process improvement initiatives to implement best practices for Agile Project Management.

9 Business Partners BUSINESS PARTNERS SME Pilot

10 IT - Structure CIO CIO VP of Business Solutions VP of DevOps Senior Director of Business Solutions VP of DevOps EPMO Solution Architects Manager of Development Manager of QA Manager of BA EPMO Project Delivery (PMs) Solution Architects Innovation Project Delivery (PMs) Senior Developer Senior QA Senior BA Portfolio Management Portfolio Management Developer QA BA OCM Developer QA BA

11 IT - Structure (interim) CIO VP of DevOps Functional Manager Manager of Development Manager of QA Manager of BA Senior Developer Senior QA Senior BA Developer QA BA Developer QA BA Scrum Teams

12 Product Structure (today) CIO VP of DevOps Director (Products ) Architect Product Owner Product Manager Scrum Teams

13 Products Product Director Product Manager COLLABORATION Lending EDM EP P&C

14 Portfolio and Governance EMT - Determines strategic direction through their Playbook and approves organizational priorities EMT SET SET - Recommends corporate strategic priorities and ensures their successful delivery Pilots lounge - Recommends prioritization to SET (strategic deliverables) Pilots Lounge ATC ATC - Monitors the delivery progress and resource capacity to deliver strategic objectives Determines when we are ready to take another initiative on the Runway

15 Portfolio and Governance

16 Portfolio and Governance Portfolio and Governance

17 ENTERPRISE WIDE

18 Constant Reminders Communicate/Collaborate Focus on the goal NOT the solution Try & Fail It s ok to be imperfect

19 SURPRISES It s really, really, hard & it doesn t happen overnight With an organizational change of this magnitude: Minimal turnover as a result of the FCC Culture

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21 Challenges Role Clarity PM/PO/SA/Pilot Stepping on each other s toes

22 Challenges Terminology MVP vs. MMF Acceptance Criteria vs. Definition of Done Value Stream vs. Program vs. Project Epics vs. Stories vs. Tasks

23 Challenges Too Big MVPs Products e.g. Lending Backlogs

24 Challenges Change adoption is different for everyone

25 Challenges Ceremonies have been adopted but not well understood/consistent Agile Adoption Not all Business Partners are working Agile No formal coaches At the enterprise or team level Collaboration needs improvement

26 But what about Project managers? Did the role remain? Did they become Scrum Masters or Product Owners? Could their skills still be utilized? Let s find out

27 PM Interview

28 REBRANDING PROJECT DELIVERY

29 Project Delivery Playbook

30 Business Model Canvas

31 WHAT DOES ALL OF THIS MEAN and next steps for PM'S

32 How agile IS FCC?

33 Future Coaching Agile CoE - JUST ANNOUNCED! Create and provide Agile coaching Ensuring all streams work align to the approach to deliver desired outcomes Grow Agile knowledge and expertise within FCC Best Practices Agile Centre of Excellence Training Industry best practices and trends will be experimented with and adopted Assessing Alignment Enhancing

34 OUTCOMES Anticipate challenges It s a Journey Always improve Aim to be more Agile than we are today PMs provide value in an Enterprise Agile world

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36 Appendix

37 AGILE CEREMONIES

38 Toolset Jira (Big Picture & Tempo Timesheets) O365 Collaboration Planner TeamSites/Value Stream sites Yammer Skype for Business MS Project

39 Toolset Post-It Notes Microsoft Surface Hub Video Conferencing MirrorOp