HOUSTON, TX, USA | 5 – 8 NOVEMBER 2017

#PMOSym

PMO17BR210

Sustaining the Promise of Enterprise Agility

David McMunn, Director

Fannie Mae

Introduction

David McMunn

» Agile COE lead for Fannie Mae. The Agile

COE is transforming not only how we

develop and deploy software, but also how

to govern the process, hire/recruit people,

budget and forecast and build out facilities.

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The promise – Enterprise Agility

http://www.andreanolanusse.com/en/agile-the-next-chapter/

Success Video

• http://videos.fanniemae.com/viewerportal/fanniemae/video.vp?pr

ogramId=esc_program:31602

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Adoption

Challenges

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Building competency around new roles

(e.g. product owner, Scrum Master)

Alignment of middle-management in

furtherance of the adoption activities

Multi-year funding standard promoted anti agile behaviors

Steep learning curve with respect to

implementing CICD engineering practices

/ tool capabilities

Current governance doesn’t support the rapid change and

evolution of product development

Vendor strategy that compliments

Agile adoption

Need to overcome a traditional command and control cultural

mindset

Legacy fixed date, fixed scope mind-set

Engagement focuses efforts on building

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Too often it stops here…we celebrate and go homehttps://www.linkedin.com/pulse/doing-agile-vs-being-satya-balaji-raghav/

True business engagement only comes with

transition to product mindset

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Persona

Customer Journey

Design Thinking

And then, there is the Ecosystem beyond…

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Transformation becomes sustainable when organization aligns

“DOs” of Agile transformation for Shared Services

Sustaining Agile requires single focused leadership

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Key Takeaways• Address the challenges to sustaining the Promise of Enterprise Agility

• Corporate Shared Services make or break Agile transformations

• Leverage our story, lean out, federate where possible

• This is hard work and requires influence! - Senior leadership is key

• PMO can advance the effort by

• Streamlining and aligning the governance to a faster release cadence

• Changing the budgeting processes to support capabilities/capacity

• Incorporate lean start-up thinking in determining how to move forward (experimentation)

• Reinforce local ownership – shift from compliance monitoring to advice and counsel

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