kanban pmo v3.0 - how to use kanban to bring sanity to your pmo
TRANSCRIPT
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CAN WE DELIVERTRUE BUSINESS
VALUE FASTER*?
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WHY DO COMPANIESFACE ISSUES WITH
PRODUCTIVITY,QUALITY &
TIME TO MARKET?
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WHY DO PRODUCTDEVELOPMENT PROJECTS
MISS THEIR ECONOMICOBJECTIVES?
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PushPull
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PUSH VS PULL ORGANISATIONSIn Push Organisations
• Decision making in isolation• Lack of visibility and transparency• Unclear expectations and goals• Lack of economic prioritisation of projects and misalignment with
strategic goals• Lack of empowerment and enablement of employees to meet
expectations
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PUSH VS PULL ORGANISATIONSIn Pull Organisations
• Teams self-organise based on capacity and capability• Equal contributors to the problem-solving process• Maintain their commitment• Create engaging environment with passion & excitement• Predictability• Probabilistic planning & forecasting• Smooth journey from concept to cash
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Deployment
Feasibility
Delivery
FoundationsPre-Project
Post-Project
AGILE PM LIFECYCLE
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Deployment
Feasibility
Delivery
FoundationsPre-Project
Post-Project
Pre-Project Feasibility Foundation Post-ProjectDelivery Deploy
PROCESS MAPPING
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START WHERE YOU ARE NOWPre-Project Feasibility Foundation Post-ProjectDelivery Deploy
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VISUAL MANAGEMENTPre-Project Feasibility Foundation Post-ProjectDelivery Deploy
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VISUALISATIONMerits in visualising your Portfolio:• Visualise the stage of each project in the portfolio• Identify which projects are blocked• Raise awareness of the bottlenecks• Align projects with teams• Highlight the current workload• Resolve interdependencies• Prioritise projects based on economic drivers• Classify projects by their nature using colour aids
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BALANCING DEMAND & CAPACITY33∞ 4 12- 2 6-
Pre-Project Feasibility Foundation Post-ProjectDelivery Deploy
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LIMIT YOUR WIPSet WIP Limits:
• Balance the demand for more work with the capacity to deliver quality products
• WIP Limits create a coordination mechanism• Enable a pull-based system• Sustainable teams working in a productive and predictable
environment• WIP Limits signal availability & expose issues• Focus on flow and not on utilisation
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““
Avoid futility of endless busyness, make time to renew, find time gaps to reflect, take advantage
of slack to respond to change.
– Stephen Covey
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MANAGE FLOW• Manage your portfolio with valuable data• Prioritisation made on economic value (e.g. Cost of Delay, Cost of
Carry, Real Options)• Identify and manage different types of projects (e.g. S/M/L or
Internal/External)• Understand your system (Cumulative Flow Diagrams, Lead Time
Distributions)• Accurate Probabilistic Forecasting of Project Completion
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RESPONDING TO BUSINESS PRIORITIES33∞ 4 12- 2 6-
Pre-Project Feasibility Foundation Post-ProjectDelivery Deploy
Expedite à à à à à
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MANAGE FLOWExpedite projects:
• Expedite projects that have a business-critical impact• Expediting provides a means to respond• Swarming on the project• ACT!
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33∞ 4 12- 2 6-
Pre-Project Feasibility Foundation Post-ProjectDelivery Deploy
Expedite à à à à à
PROJECTS IN PROGRESS
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MANAGE FLOWUse Project Swimlanes to limit projects in progress (PIP):
• Visualise and manage team workloads• Focus on completing projects• Avoid project multi-tasking• Coordinate multi-project deployments
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Pre-Project Feasibility Foundation Post-ProjectDelivery Deploy
Expedite à à à à à
Goal Backlog In Prog
TRACKING PROJECT PROGRESS
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MULTI-LEVEL (NESTED) BOARDS33∞ 4 12- 2 6-
Pre-Project Feasibility Foundation Post-ProjectDelivery Deploy
Expedite à à à à à
Goal Backlog In Prog
T o -Do Do ing Do ne
T o -Do Do ing Do ne
T o -Do Do ing Do ne
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MANAGE FLOWConnecting the PMO & Delivery perspectives:• Detailed work at team-level board• Regularly prioritised backlog based on business value• Interfaces well with Scrum teams:
• Tickets in the PMO board form the Sprint Goals or the Sprint Backlog stories
• Potentially Shippable Increments (PSI) from Scrum teams contribute towards Deploy phase
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33∞ 4 12- 2 6-
Pre-Project Feasibility Foundation Post-ProjectDelivery Deploy
Expedite à à à à à
Goal Backlog In Prog
T o -Do Do ing Do ne
T o -Do Do ing Do ne
T o -Do Do ing Do ne
EXPLICITPOLICIES
EXPLICITPOLICIES
EXPLICITPOLICIES
EXPLICITPOLICIES
EXPLICITPOLICIES
GOVERNANCE & QUALITY
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EXPLICIT PROCESS POLICIESDefinition of Done for each stage aligned to the products
E.g. a policy for moving between Feasibility and Foundations would be to have completed the following products:• Outline Business Case• Risk Assessment• Outline Solution• Feasibility Prototype (optional)• Outline Plan• Project Approach Questionnaire (PAQ)
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IMPLEMENT FEEDBACK LOOPS
Timebox Reviews
Timebox Retrospectives
Increment Reviews
Project Reviews
Project Retrospectives
Operations Reviews
Service Delivery Reviews
Risk Reviews
Strategy Reviews
Agile PM Kanban
Delivery Planning Meeting
Kanban Meeting
Replenishment Commitment Meeting
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WHERE TO START
STATIKSystems Thinking
Approach to Implementing Kanban
Design Kanban System
Classes of Service
Model Workflow
Demand & Capability
Opportunity to Improve
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THANKS