building street cred: leaning the pmo october 27, 2015

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Senior Manager Meeting January 27, 2011

Building Street Cred:LEANing the PMOOctober 27, 2015Leslie ManessPSO Leader for Hallmarks EPMOMom to this cutie, JP

2AgendaWhat kinds of PMOs are there?What kind of PMO is Hallmark?Why would a PMO use Lean/Agile principles and practices? (LEARN)How did we bring the principles and practices to life in our PMO activities? (APPLY)What have we learned? (REFLECT)ChallengeFor me and the PSOFor each of youLearn - Apply - Reflect is our Lean motto at Hallmark...so I will use this metaphor for my many mistakes along the way...3

Types of PMOsSupportive - Through training, mentoring, admin and reportingControlling services such as project reviews, governance, assessments; can also enforce standards and implement processes Directive responsible for running all projects and managing project resources

Hallmarks EPMOTechnical Project ManagementProduct Development Project ManagementLean Process Project ManagementP3 Support Office (PSO)Others in Hallmark - Visual Merch. - FutureHallmarks PSO (a portion of the EPMO) does these thingsProvide governance body support.Management and delivery of projects.Project tracking and reporting.Develop and implement standard methodologies.Process development/implementationand support.Tool selection/implementation/support.Monitor and control of project performance.Develop PMO competency of personnel.Identify candidate initiatives.Evaluate and prioritize project proposals.Project documentation management.Management and delivery of programs.Conduct audits of projects/programs.Tracking and monitoring project/program financials.Provide support for project managers.Allocate resources between projects.Conduct post-project reviews.Set-up and manage risk database.Benefits realization and management. Stakeholder identification and management.Project manager recruitment, selection and evaluation.Project manager training and coordination.Monitor and control PMO performance.Participate in strategic planning.

PSO Capabilities FrameworkConsulting on Projects/Programs - coaching, connecting, partnering, enabling

7Why would a PMO use Lean/Agile Practices?

Why would a PMO use Lean/Agile Practices?Simplelead by example, practice what you preachif we are going to be on the cutting edge leading the organizations project/program methodology, we should understand what it means to people and how they workGEMBA - Lean term for Go and See - observe/experience for ourselves8Not so simple

Not so simpleYou see I am a certified scrummaster, a practicing agile coach, a lean nut...surely, I can make this lean/agile stuff work with my team...cause why, not...I have learned lots of stuff...apply it to a new place and it will work just like it has in the past...SO.I went off and created a kanban board...yep, just said that...I went off and created a board ALL BY MYSELF. I did get some feedback from another coach on my team and made a few tweeks (collaboration - wink wink). Then, I called the team together and we started the process of filling the board up with all the existing work. Now, please know, this was all with positive intent. Looking back, I see/hear/reflect on my folly, but at the time, it made perfect sense. You see, I started with the group in November and by January I was overwhelmed with the amount of work and information. It was all a foreign language and I couldnt clearly see the total picture so that I could make informed tradeoff decisions and prioritize. I wanted to be a good manager and You see, at Hallmark, we are in a constrained environmentone team with many constituents to serve. So, my team looked to me for feedback and prioritization and I wanted to make informed decisions, not just FIFO all the work, since it wasnt all created equal.

9The real question: Do we believe Lean/Agile principles apply to us?So after 5 months having a kanban, we had our first retrospective

What do you think we heard in that first Retro? (AUDIENCE FEEDBACK)Well, the one thing I thought I had covered when we kicked off and at multiple standupsbut obviously, not well...WHY would we do these LEAN/AGILE practices, we are not software developers? HUH, really? Thank goodness we got some honest feedback because we were apply to reflect and see the opportunity to right the ship.

10LEARN-APPLY-REFLECTPage 11As I mentioned, we have a LEAN process group at Hallmark and their motto is Learn-Apply-ReflectI am going to steal this motto to share our experience.

So, first I had to help my team learn about why lean and agile principles could benefit themand not just because I said so.What would you have done? (AUDIENCE FEEDBACK)I went right back to the WIFFM...forget that we need to lead by example...why would each member of my team benefit and the team as a whole benefits from working in a lean/agile way?

I saw a few but needed to articulate it a unique way... - Work/life balance - Growth - Learning - manage Customer Demand effectively

11

It all started with the premise of knowledge work...this is foundational for me and is almost engrained now...so much so that I forgot to start there...assuming everyone else would...and as my momma would say, assuming makes an ass out of you and me...so back to the story...My awesome friend and amazing consultant Troy Tuttle (the conference creator) shared the concept of knowledge work in 2010 as I was starting my Agile learning journey. I had been familiar with Lean concepts since my early days in Hallmark manufacturing. Now, as you will see from his original slide, our focus was on software development, 12

Knowledge workKnowledge Workbut I had begun to believe somewhere along the way, that this foundation/baseline was true for any hidden knowledge worknon-physical because the work is hidden, has variety, is not usually completely repeatabledepending on the customers unique need13Agile PrinciplesOur highest priority is to satisfy the customer through early and continuous delivery of X (services). Welcome changing requirements, even late in do. Agile processes harness change for the customer's competitive advantage. Deliver working solutions/services/capabilities frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. Business people and solution/service providers must work together daily throughout the project. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. The most efficient and effective method of conveying information to and within a team is face-to-face conversation. Working solution/service/capability is the primary measure of progress. Agile processes promote sustainable solutions/services/capabilities. The sponsors, service/solution providers, and users should be able to maintain a constant pace indefinitely. Continuous attention to excellence and good design enhances agility. Simplicity--the art of maximizing the amount of work not done--is essential. The best solutions, capabilities, and designs emerge from self-organizing teams. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. I then took the 12 agile principles and adjusted the words software development to services, solutions, capabilities so the team could see the correlation to our work.14

11, 8, 13, 2412, 910, 67, 5, 4, 1Mark Reichert, a coach of coaches in the ePMO, had already created a visual showeding how the lean principles aligned with the 12 agile principles. I continued sharing how these principles would also be beneficial.

In the end, my goal was to align the WIFFM with the benefits associated with these principles.15LEARN-apply-REflectHow are we using LEAN/Agile principles in the PMO?Page 16

So now that the WHY was more clear, we could all better engage in the apply process. 16Visualizing our work / Weekly F2F

Employing LEAN / Agile practices enables PSO (or any knowledge work area) toBring visibility to our own work, ensuring we are focusing on the highest priority work (Kanban)We Visualize our work By customer groupTrack progress of value providedeach story for a customerPushing for the so that in each story, not just a task/solutionCommit to working together daily / frequently as a team on both day-to-day support and team initiatives, ensuring we all remain on the same page as we make progress, dont go off the rails / head in the wrong direction, and keep efforts visible (stand ups, face-to-face conversations)

Turnaroundsin a cube with a clip board17Retrospectives

Employing LEAN / Agile practices enables PMO (or any knowledge work area) to

3. Review work practices and processes routinely to understand what is and is not working, ensuring we are continuously seeking opportunities for the team to improve (reflections, waste reduction) 18Storymaps / Release Plans

Employing LEAN / Agile practices enables PMO (or any knowledge work area) to1. Establish roadmaps reflecting when aspects / capabilities of key initiatives will be delivered, ensuring we frequently deliver business value (story maps, release plans)

2. Develop mechanisms to routinely share / review work with our peers, ensuring established standards are followed / quality meets minimum expectations (attention to technical excellence, demos)

19Systematic Problem Solving

Employing LEAN / Agile practices enables PMO (or any knowledge work area) to2. Bring clarity to the goals and objectives of the work we are performing, ensuring we know the problem to solve and the minimum solution needed (stories, A3, simplicity)We are currently using A3's for LEANing the SDLCAssume its a hypothesis with a test that will give us some learnings

20Coaching and Tools

Learning LEAN / Agile practices enabl