PMO17BR402 Promote Many Options: PMOs That Are Traditional, Hybrid, and Agile Friendly Mike Griffiths Chair of PMI s Agile Practice Guide

Transcription

1 HOUSTON, TX, USA 5 8 NOVEMBER 2017 #PMOSym PMO17BR402 Promote Many Options: PMOs That Are Traditional, Hybrid, and Agile Friendly Mike Griffiths Chair of PMI s Agile Practice Guide

2 Agenda

3 Project Manager and Trainer Mike Griffiths >30 years IT experience on utilities, defense, & finance 15 years Agile-to-Traditional PMO Integration Agile Project Management Helped create Agile method DSDM in years agile project experience (XP, Scrum, FDD) Board director of Agile Alliance and APLN Author, trainer, and presenter Agile Conference Author RMC s PMI-ACP books Author Traditional Project Management PMP, PRINCE2 certifications PMBOK Guide Editions 3-6, Contributor Trainer for PMI SeminarsWorld > 3,000 Practitioners Presenter PMI Global Congress PMI-ACP certification designer, chair Agile Practice Guide Co-Author 3

4 Understanding You Your Role: A. PMO Member, PMO Lead B. Project Manager, Program Manager C. Team Member, Consultant, other role Your Organizations Agile Adoption: A. Youthful: 1-2 years, < 30% of projects agile B. Adult: 2-5 years, 30-60% of projects agile C. Mature: 5+ years, 60+% of projects agile

5 Subordinate Superior Negative Positive What People Think a PMO Does? Provide roll up reporting Increase project costs Help with resource management The PMO Create Delays

6 What is a PMO Supposed to Do? 1. Monitor and control project performance 2. Develop and implement standards 3. Develop personnel with training and mentoring 4. Multiproject management 5. Strategic management 6. Facilitate organizational learning 7. Manage stakeholders 8. Recruit, select, and evaluate project managers 9. Execute specialized tasks for projects Source: Identifying Forces Driving PMO Changes - PMI Project Management Journal, September 2010

7 Agile and PMO Misalignment For some agile projects the PMO can Present Many Obstacles

8 PMO as Present Many Obstacles 1. Monitor and control project performance track progress against inappropriate measures such as getting requirements fully documented and signed off 2. Develop and implement standards enforce conformance to a methodology that does not incorporate or acknowledge iterative development, adaptation, close business involvement, and frequent retrospectives 3. Develop personnel with training and mentoring considering only traditional methods and creating a training curriculum that omits approaches such as agile, lean, and kanban 4. Multiproject management assuming architects and business analyst involvement should finish early on a project. Expecting people to work split across 4 or more projects

9 PMO as Present Many Obstacles 5. Strategic management not recognizing agile prospects for early ROI, or its application on projects with fixed deadlines, or opportunities for competitive advantage 6. Facilitate organizational learning auditing projects against inappropriate guides, failure to capture iteration retrospective findings 7. Management of stakeholders Failure to understand the full role of business representatives to agile projects, selecting unsuitable business champions and SMEs 8. Recruit, select, and evaluate project managers Looking for the wrong skills, assuming agile certifications equal competence, inability to interview well on agile practices 9. Execute specialized tasks for project managers failure to provide specialists familiar with agile practices

10 Agenda

11 Introducing a Different Game Theory Software as a cooperative game Alistair Cockburn (software development as a cooperative, finite, goal-seeking, group game)

12 A Different Game Theory 1. Monitor and control project performance track the game performance, are we winning, how much time do we have left, are the players OK? 2. Develop and implement standards support the game, build and maintain facilities, provide equipment 3. Develop personnel with training and mentoring train and coach the players, identify future captains 4. Multiproject management manage teams, tournaments and leagues to make sure everything stays co-ordinated

13 A Different Game Theory 5. Strategic management game development, new rules of play, league development 6. Facilitate organizational learning Game recording, game statistics, records, halls of fame 7. Manage stakeholders organize fans, sponsors, press, and all other associated parties 8. Recruit, select, and evaluate project managers Scouting, recruiting new players, transfers, and monitoring performance of players 9. Execute specialized tasks for project managers Provide referees, medical support, coordinate with the cheerleaders The same activities, but now with greater acceptance and support

14 PMO as Provide Many Opportunities

15 PMO as Provide Many Opportunities 1. Monitor and control project performance track velocity, track team and sponsor satisfaction ratings, look for dangerous velocity trends, check backlog size, monitor iteration and release plans 2. Develop and implement standards provide templates for user stories, test cases, cumulative flow diagrams, etc. Provide agile PM tools, educate supporting groups on iterative development concepts 3. Develop personnel with training and mentoring provide agile training courses, coaches, mentors, send people to local agile events 4. Multiproject management coordinate between agile teams, communicate between projects outlining progress, issues, retrospective findings

16 PMO as Provide Many Opportunities 5. Strategic management identify projects with opportunities for early ROI or competitive advantage 6. Facilitate organizational learning gather project velocity profiles, capture retrospective findings, include perceived PMO cost vs. value in project metrics 7. Manage Stakeholders provide Product Owner training, provide guidance on acceptance testing and how to evaluate and give feedback on systems. Champion the importance of SMEs to projects 8. Recruit, select, and evaluate project managers develop guidelines for interviewing agile project managers 9. Execute specialized tasks for project managers train and provide retrospective facilitators, create agreements with agile project trouble shooters, provide mentors and coaches

17 Agenda

18 Using Lean Thinking to Improve PMOs Lean Thinking: Focusing on delivering the most value from a customer perspective, while reducing waste and fully utilizing the skills and knowledge of those doing the work. - Lean Thinking, Womack, Jones Lean Thinking: Philosophy + Toolbox 3 Themes + 5 Principles & Many Practices

19 What is Lean Thinking? Lean Thinking: 3 Themes, 5 Principles (+ Many Practices) 3 ESTABLISH FLOW Switch to smaller batch flow to reduce queues 4 IMPLEMENT PULL Needs signal work, stockpiling leads to waste 2 REVIEW ALL STEPS Identify valueadding and nonvalue-adding steps 1 SPECIFY VALUE Specify what creates value from the customer 1 2 Involve 3 Everyone Customer Defines Value 5 Eliminate Waste 5 WORK TO PERFECTION Elimination of waste so that all activities create value

20 Using Lean Thinking to Improve PMOs 5 WORK TO PERFECTION Elimination of waste so that all activities create value PMO: Eliminate DOWNTOWN wastes 01 1 SPECIFY VALUE Specify what creates value from the customer PMO: Interview Customers (Sponsors and Project Teams) to understand Value 4 IMPLEMENT PULL Needs signal work, stockpiling leads to waste PMO: JIT reviews, SCM meetings based on current questions, not standard templates 05 3 ESTABLISH FLOW Switch to smaller batch flow to Lean Principles 04 reduce queues PMO: Encourage small batch flow of user stories and retrospectives vs BRD & LL 03 2 REVIEW ALL STEPS Identify value-adding and nonvalue-adding steps PMO: Perform Value Stream Mapping of current state and future state processes

21 DOWNTIME - 8 Wastes Defects Provide standards and QA training Overproduction Ask Where is the next best dollar spent? Waiting Early feedback. Bring work to stable teams. Non-Utilized Talent Iteration based work trials Transportation Eliminate handoffs. T Shaped team members Inventory Excess Last-responsiblemoment requirements Motion Dedicated teams, fewer PMO initiatives Extra Processing Avoid relearning, stable teams

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23 Case Studies: The Role of the PMO in Achieving Agility Achieving Greater Agility PMI s Pulse of the Profession, 2017

24 Case Studies: How PMOs are helping Agile Adoption Achieving Greater Agility PMI s Pulse of the Profession, 2017

25 Data from PMI s The Drivers of Agility Pulse of the Profession Report, 2017 Case Studies: PMO Challenges Still Faced

26 Additional Vendor Selection & Planning Activities Additional Regulatory Testing and Documentation Steps Case Study: Hybrid PMO Hybrid does not (have to) mean mixing or diluting Beer Shandy Lemonade Tyranny of the OR Hybrid can be additive: Additional Governance Genius of the AND Agile Approaches for effective development and risk reduction Additional Supporting Activities Lockheed Martin uses agile and additional processes to develop their autonomous vehicle control systems.

27 Summary Agile projects present a challenge to traditional PMOs Game Theory helps explain how PMO s can help projects There are lots of opportunities for PMO s to help agile projects The future PMO will support Predictive, Hybrid and Agile projects

28 Resources Links: PMO CoP - (PMI s PMO Community of Practice with articles on agile projects) Ideas and Training Contact Mike: Mike@LeadingAnswers.com

29 Action Plan for Leaders View your projects as cooperative, finite, goal-seeking, group games Identify Present Many Obstacles behaviors Find Present Many Opportunities actions Apply Lean Thinking to PMO activities Undertake Specify Value interview customer steps Undertake Review All Steps value stream mapping Implement Establish Flow switch to small batch sizes Start Implement Pull switch to JIT reviews Eliminate DOWNTIME wastes and repeat