agile project management · agile project management (agilepm) : the basics 13 ... and quality...

Association for Project Management : Agile PMO

Peter Measey

[email protected]

07970 435290

mailto:[email protected]

Agenda

Introduction

What is Agile and Enterprise Agile

Agile PMO in that Context

2 © Copyright RADTAC 2012

3

Agile specialist since 1994

Public and private sector agile implementation experience

Joint founder of RADTAC in 1998

Certified Scrum Trainer

DSDM Director, Certified DSDM Trainer

Prince2 Certified

DSDM / APMG ‘AgilePM’ Trainer

Board Member - BCS Agile Methods Specialist Group

Project Management Institute – Agile Certified Practitioner

Member APM

Peter Measey

© Copyright RADTAC 2012

4

RADTAC

Services

Delivery

Consulting

Training

Expertise

Agile Methods

Systems Development

Project Management

Organisational Transformation

Public and Private Sector

RADTAC USPs

All of the leading Agile methods

Together with wider approaches beyond Agile

And the ability to make them Scale and Stick


5 5

When to use Agile

Agile is designed for anything with inherent uncertainty or volatility

Transformation

Support and Maintenance

Research and Development

Information Technology

PLM

Commissioning (NHS)

Venture Capital


6

Agile Delivers the Right Outcome

Analyse

Design

Build

Test

Deploy

X

X

45% !!

TIMEBOXES

7 7

Agile Delivers on Time and Cost

Time and cost out of control

Loss of focus

Quality at risk

Project stopped or functionality baselined


8

Timeboxing

Must

Should

Could

Must

Should

Could

C C

C C

C

C

C C

S

M

M

M M

Timebox 1 Timebox 2

Must Should Could Wont

M S C W M S C W

M S C W M S C W M S C W M S C W M S C W M S C W

Low priority functionality may be dropped

S

C

C

C


What is ‘Agile’ ?

Peter Measey

[email protected]

07970 435290


Agile Manifesto

(and Agile is not just about delivering software, it applies to all types of project)


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Generic Definition of ‘Agile’

Plan

Analyse

Design

Build Test

Every

Iteration Working

Solution

Project

Metrics

Iteration 1 Iteration 2 Iteration … Architecture

Agile Delivers

Right outcomes

On time

On cost

Enables

Distributed development

Fixed price contracts

Smarter working

Enabled by

PMO as change agent

Culture change

Lean

DSDM Atern

AgilePM

A/OUP

Continous Integration

Test Driven Development

Business Driven Development

What are the Leading Agile Frameworks?

Scrum

Lean Software Development (Lean)

Kanban

Extreme Programming (XP)

FDD

Crystal

A L G I E

12

Delivery / Management frameworks that deliver the right

outcomes to time and cost whilst everything is changing

around them


Agile Project Management (AgilePM) : The Basics

13

WWW.DSDM.ORG/AGILEPM


Programme Team

Project Team

Feature Team Feature Stories

Sub-Feature

Stories

Agile Team Product Backlog

Vision / Blueprint Team

Epic Stories Layer 1 : Programmes

Layer 2 : AgilePM

Layer 3 : Teams

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Course Grained

User Stories

Fine Grained

User Stories

Agile Team Product Backlog

Course Grained

User Stories

Fine Grained

User Stories

Enterprise Agile


Product Team Product

Manager Technical

Architect

Test

Architect

Defect

Co-ordinator

Agile Team ‘1’

Agile Team

Scrum

Master

Business

Architect

Blueprint Strategy Team

Requirements

Manager

System

Architect

Programme

Manager

Project

Manager

Release /

Integration

Manager

Product

Owner

Agile Team ‘n’

Agile Team

Scrum

Master

Product

Owner

Release Team

Programmes

Projects

Teams

15

Enterprise Agile – Possible Organisation Structure


Agile PMO

Peter Measey

[email protected]

07970 435290


17

To reduce the risk of projects failing to deliver to time, cost

and quality targets

To increase the success of projects and programmes in

delivering the business value expected

To make more efficient use of project resources by using a

“shared service”

To make more effective use of scarce skills and resources

across projects and programmes Source : Cranfield

To support information dissemination

To ruthlessly evolve and implement world class best

practice

Why have a PMO (basic definition)


Why have an Agile PMO ?

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As previously defined, however, bear in mind :-

Servant – leader relationship with teams (we’re the

servant)

PMO must be demonstrably an enabler not a blocker

(from business and teams perspective)

We exist only when required

As previously defined...plus other opportunities

Drive the agile transformation (Vision, Action,

Traction), culture and mindset change – utilise Lean and

Agile to drive the change

Define the integrated agile approach and continuously

improve

Enable governance to be inspect and adapt, not

command and control


Vision – Know why we are doing this (CSFs)

A clear Agile vision and strategy for achieving it

A sense of urgency

Strong, united senior management sponsorship

Knowing where we’re going

Communication of the vision and progress towards it

1stFOCUS (Health) – Measurement, Audit

2ndFOCUS (Security) – Teams / People / Tools

3rdFOCUS (Belonging) – Projects / Products

4thFOCUS (Ego) – Programmes/Portfolios

5thFOCUS (Realisation) – Agile Business Driving Opportunity

Driver

Deliver the

right

outcomes

Deliver the

outcomes

right Agile Readiness

Assessment

Agile Audit


Action – Know what we are doing

Empowerment of broad-based action

Alignment of any existing Agile activity

Generation of quick wins

Consolidation of quick wins

Transition Management

Project Support

Training and Education

Processes and Standards

Related Capability Building

Start Small and / or Simple Full Agile Transformation over time

Transition Management

Vision ; Objectives ; Benefits ; Plan ; Transition Team ; Measures ; Stakeholders ; Culture

Support

Initial Pilot/s & beyond ; Coaching ; Assurance ; Reviews ; Interim PM & Delivery Resources

Training and Education

Training Needs Analysis; Training Organisation & Portfolio; Tailor & Deliver Training

Processes and Standards

Tailor and Integrate selected Methods / Practices; Develop; Deliver; Communicate; Refine

Related Capability Building

Identify & Develop: e.g. Portfolio; Governance; Suppliers; HR ; Infrastructure ; Skills etc.

Iterative and incremental: Periodic Review and Adaptation of Plans and Approach


PMO Drive Change : Traction – Know how to make it stick

Agile + Transformation = Traction

Talking about and writing methods is relatively easy, making

them stick isn’t: two basics :-

Understand pragmatic agile, NOT dogmatic agile

Understand organisational transformation

Alignment of all processes to enable inter-operability

Embedding Agile in the organisation and culture

COMMITMENT

EXPLORATION

DENIAL

RESISTANCE

Time

Effectiveness

& morale

Information

Support Direction

Encouragement

Future Past

Hidden

Open


Pragmatic Agile

Agile can be used without formal programme or project frameworks

However formal frameworks (eg. Best Management Practice Framework) provide extremely useful artefacts, guidance etc.

Therefore inspect and adapt existing knowledge base of appropriate frameworks, standards etc, whilst having a very simple and clear agile programme, project and delivery management approach (KISS Principle)

‘Knowledge cube’

PMBoK

ITIL

MSP

Prince 2

INSPECT & ADAPT

Etc.....

Agile

Delivery

Teams

Agile

Projects

Agile Programmes

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Integrated Agile Framework


Agile Boards and Governance

Disable

‘command and control’

‘Management’ of delivery

Power without responsibility

Enable

Inspect and Adapt

Facilitation of delivery

Appropriate involvement

DARK

Steer on WHAT, teams define

HOW and WHEN


Product Team Product

Manager Technical

Architect

Test

Architect

Defect

Co-ordinator

Agile Team ‘1’

Agile Team

Scrum

Master

Business

Architect

Strategy Team

Chief Business

Architect

Chief Technical

Architect

Programme

Manager

Project

Manager

Release /

Integration

Manager

Product

Owner

Agile Team ‘n’

Agile Team

Scrum

Master

Product

Owner

Release Team

Programmes

Projects

Teams

24

Where does Agile PMO as Change Enabler Fit in ?

PMO

Or......PMO

PMO

Consultant


Association for Project Management : Agile PMO

Peter Measey

[email protected]

07970 435290


agile project management · agile project management (agilepm) : the basics 13 ... and quality...

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