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1 WILL THE PMO DISAPPEAR IN THE SCALING AGILE WORLD? Henny Portman
1
WILL THE PMODISAPPEARIN THE SCALING AGILE
WORLD?HennyPortman
Biography:HennyPortman
• 1981-2017• Tiel UtrechtVerzekeringen:Developer/Analyst/HeadSystemDevelopment• ConsultancyINGFatum Paramaribo,Suriname• INGInvestmentManagementNederland:HeadIT• INGInvestmentManagementEurope:PMOHead• INGInsuranceCentralEurope:Regional PMOhead• INGInsuranceSTO:GlobalPMOHead• IbuildhubandspokePMO’sinEuropeandAsia
Now:• PartnerHWPConsulting• APMGcertified MoP,MSP,PRINCE2,PRINCE2Agile,
P3Otrainer,SAFe SPC4Certified Consultant• Blogger,reviewerManagementboek.nl• AuthorofPMarticlesandbooks
https://hennyportman.wordpress.com/https://www.linkedin.com/in/hennyportman
MA
NA
GEN
VAN
AG
ILE PRO
JECTEN
www.vanharen.net
ISBN 978-94-01-80024-2
9 789401 800242
Dit boek is specifi ek gericht op het managen van agile projecten. De beschrijving is gebaseerd op AgilePM uit 2014, een specifi eke subset van het Agile Project Framework van DSDM.Agile is sinds ca. 1990 geliefd bij IT-systeemontwikkelaars en is in het bijzonder geschikt voor het uitvoeren van kort-cyclische trajecten die gericht zijn op zichtbare resultaten zoals een werkende applicatie, een website, enzovoort. Agile kan echter ook goed in niet-IT projecten worden gebruikt.Anders dan bij de ‘traditionele’ methoden voor projectmanagement liggen bij agile projecten tijd, kwaliteit en kosten vast, maar de te realiseren functies juist niet. Bij agile projecten vormen de zelfsturende teams de basis. Deze zijn volledig verantwoordelijk voor het realiseren van het op te leveren resultaat dat tot stand komt in korte iteraties. De projectmanager is alleen verantwoordelijk voor het inrichten van het project, het plannen en bewaken van het project op hoofdpunten en de communicatie tussen het projectteam en het bedrijfs- en programmamanagement. De specifi caties worden bepaald door het realisatieteam in samenspraak met gebruikersvertegenwoordigers.Dit boek beschrijft op een heldere en eenduidige wijze de principes, processen, rollen en verantwoordelijkheden van de belangrijkste producten en technieken bij het managen van agile projecten. Daarbij wordt ook ingegaan op: • het op maat maken van deze aanpak,• de verschillen en overeenkomsten met andere projectmanagementmethoden zoals
PRINCE2 en• in hoeverre deze aanpak hiermee is te combineren.
Tenslotte gaat het boek in op de wijze hoe een portfolio van agile en traditionele projecten het beste kan worden gemanaged.De primaire doelgroepen van dit boek zijn projectmanagers die verantwoordelijk zijn voor het managen van agile projecten en verder allen die betrokken zijn of worden bij het managen van agile projecten. Tevens is dit boek ook zeer geschikt voor degenen die zich willen voorbereiden op de examens Agile PM Foundation en Practitioner van APMG.
MANAGEN
Bert Hedeman, Henny Portman, Ron SeegersMet medewerking van Hajati Wieferink
VAN AGILE PROJECTEN
Bert Hedeman | Henny Portm
an | Ron Seegers
2DE GEHEEL HERZIENE DRUK
2DE GEHEEL HERZIENE DRUK
+
3©WHITECOMProjectExperience
Agenda
To do In progress Done
2. Glimpses of frameworks
3. ImplementationPitfals
4. Questions
0. Intro1. Scaling in general
4©WHITECOMProjectExperience
Many different trees in the agile forest
5©WHITECOMProjectExperience
6©WHITECOMProjectExperience
The difference between project work and BAU work
Team A
Project Board
Portfolio Board
Project Manager
Team B Team C
PMO (temporary)
Project direction
Pre Project
Initiation Stage
New or significantly revised product
Close
Goes into production
Improved incrementally
US nUS 6US 5US 4US 3US 2US 1
Project work (temporary): Move people to the work
PMO (permanent)
7©WHITECOMProjectExperience
Continuous delivery by an Agile Team
Agile Team AUS n
US 6US 5US 4US 3US 2US 1
No projectOrganization
ProjectManagerindefinite
ProductOwner
ScrumMaster
BAU (ongoing): Move work to the people
8©WHITECOMProjectExperience
Few teams together; one product
Agile Team A
ScrumMaster
ScrumMaster
Coordination via Scrum of Scrums
Still no projectOrganization
ProjectManager
indefinite
Agile Team BUS n
US 6US 5US 4US 3US 2US 1
indefinite
ProductOwner
BAU (ongoing): Move work to the people
US nUS 6US 5US 4US 3US 2US 1
US nUS 6US 5US 4US 3US 2US 1
ProductOwner
9©WHITECOMProjectExperience
Many teams together; one product, integration, dependencies, …
Agile Team AUS n
US 6US 5US 4US 3US 2US 1
Agile Team B
ScrumMaster
ScrumMaster
Coordination via Scrum of Scrums not enough
Asks for a project
organization
ProjectManager
Agile Teams C, D, E
ScrumMaster
indefiniteindefiniteindefiniteUS nUS 6US 5US 4US 3US 2US 1
US nUS 6US 5US 4US 3US 2US 1
US nUS 6US 5US 4US 3US 2US 1
ProductOwner
ProductOwner
ProductOwner
BAU (ongoing): Move work to the people
10©WHITECOMProjectExperience
Many teams together; one product, integration, dependencies, …
Agile Team A
Agile Team B
ScrumMaster
I cando it!
ProjectManager
Agile Teams C, D, E
indefiniteindefiniteindefinite
Project Manager
Project Board
BAU (ongoing): Move work tothe peoplePortfolio Board
Project work(temporary): Move people to the work
US nUS 6US 5US 4US 3US 2US 1
US nUS 6US 5US 4US 3US 2US 1
ProductOwner
US nUS 6US 5US 4US 3US 2US 1
US nUS 6US 5US 4US 3US 2US 1
ProductOwner
ProductOwner
11©WHITECOMProjectExperience
Many teams together; one product, integration, dependencies, …
Agile Team A
Agile Team B
No projectOrganization
ProjectManager
Agile Teams C, D, E
indefiniteindefiniteindefinite
Integration Team, Roadmap Manager,
Release train, …indefinite
US nUS 6US 5US 4US 3US 2US 1
ScrumMaster
Portfolio BoardBAU (ongoing): Move work tothe people
US nUS 6US 5US 4US 3US 2US 1
US nUS 6US 5US 4US 3US 2US 1
ProductOwner
US nUS 6US 5US 4US 3US 2US 1
US nUS 6US 5US 4US 3US 2US 1
ProductOwner
ProductOwner
12©WHITECOMProjectExperience
Agile Team B
Agile Team C
Asks for a project
organization
ProjectManager
Agile Teams D, E
indefiniteindefiniteOne-time
Team A
One-time
And a hybridapproach
ScrumMaster
Project work (temporary): Move people to the work BAU (ongoing): Move work to the people
US nUS 6US 5US 4US 3US 2US 1
US nUS 6US 5US 4US 3US 2US 1
ProductOwner
ProductOwner
Many (one-time) teams; one product, integration, dependencies, …
13©WHITECOMProjectExperience
Many (one-time) teams; one product, integration, dependencies, …
Agile Team B
Agile Team C
I can do it!
ProjectManager
Agile Teams D, E
indefiniteindefiniteOne-time
Team A
One-time
ScrumMaster
Project Manager
Project Board
BAU (ongoing): Move work tothe peoplePortfolio Board
Project work (temporary): Move people to the work
US nUS 6US 5US 4US 3US 2US 1
US nUS 6US 5US 4US 3US 2US 1
ProductOwner
ProductOwner
14©WHITECOMProjectExperience
Agile methods and frameworks
Engineeringlevel:XP,TDD,FDD,UXDesign,CI/CD
Teamlevel:Scrum,Kanban,Scrumban,DevOps
Projectlevel:ABCAgilePMPRINCE2AgilePMIAgile
Programme level:ABCAgilePgM
(MSP)
Businessasusual /indefiniteOne-timeprogrammes /projects
Enterprise-targeted
SAFe (scaled AgileFramework)
LeSS (LargeScaleScrum)
Nexus (ScaledprofessionalScrum)
S@S(ScrumatScale)
Web-scale-targetedSpotify
model(Tribes,Squads,Chapters,
Guilds)
ScALeD(Scaled Agileand
LeanDevelopment)
Team level
Product-or programm
elevel
15©WHITECOMProjectExperience
Agile methods and frameworks
Portfoliolevel:MoP,SfPfM,SAFe,AgilePfM,disciplinedAgile(DA)
One-timeprogrammes /projects
Businessasusual /indefinite
16©WHITECOMProjectExperience
What does agile mean for the PMO?
Team A
Project Board
Portfolio Board
Project Manager
Team B Team C
PMO (temporary)
Improvedincrementally
US nUS 6US 5US 4US 3US 2US 1
Project work (temporary): Move people to the work BAU (ongoing): Move work to the people
PMO (permanent)
• Portfolio Management• Center of Excellence• Quality Assurance• Pool
• Onboarding• Reporting• Risk/Issue Management• Planning• …
Agile team
PMO (temporary)
• Up/Down Scaling teams
17©WHITECOMProjectExperience
What does agile mean for the PMO?
Project work (temporary): Move people to the work BAU (ongoing): Move work to the people
Agile PMO (permanent)
From project to flow
From plan to value
From controller to advisor
Portfolio Board
18©WHITECOMProjectExperience
Agenda
To do In progress Done
2. Glimpses of frameworks
3. ImplementationPitfals
4. Questions
0. Intro
1. Scaling in general
19©WHITECOMProjectExperience
Scrum
ProductOwner
Development Team
Development Team
Development Team
ScrumMaster
ProductOwner
ProductOwner
Sprint Planning Meeting Sprint Review (Demo)
Sprint Retrospective
ScrumMaster
ScrumMaster
US 6US 5US 4US 3
US 1US 2
US 6US 5US 4US 3
US 1US 2
US 7
US n
Product Backlog
Sprint Backlog
2 to 4 weeks
24 hours
Daily Scrum meeting
Product
20©WHITECOMProjectExperience
What will an Agile Team use?
Agile Team AUS n
US 6US 5US 4US 3
US 1
indefinite
ProductOwner
ScrumMaster
Launch ProductMarket Fit
End of Life
Busin
ess
Valu
e
Time
Scrum is a great fit Kanban is a good fit
Small Changes
DevOps is a good fit
Life Cycle Extension
US 2
21© 2016 Scaled Agile, Inc. All Rights Reserved.
Agile PMO (permanent)
Lean-Agile Center of Excellence (LACE)• Develop SAFe implementation plan• Communication• Establish metrics• Provide training classes• Foster CoPs• Establish relentless improvement
Portfolio Management• Build portfolio vision• Budget allocation per value stream / ART• Optimize flow (Epics)• Drive the portfolio Kanban
PMO (temporary)
22©WHITECOMProjectExperience
PMO (temporary)
Agile PMO (permanent)Organisation
Transformation
Scrum at Scale
23©WHITECOMProjectExperience
Agile PMO (permanent)
PMO (temporary)
Nexus: 3 – 9 Scrum teams
24©WHITECOMProjectExperience
LeSS + LeSS Huge
PMO (temporary)
Agile PMO (permanent)
25©WHITECOMProjectExperience
Agile PMO (permanent)
PMO (temporary)
Portfolio Management• Build portfolio vision• Initial team funding• Drive the portfolio: identify, explore,
prioritize, Initiate endeavours
26©WHITECOMProjectExperience
Spotify
Squad Squad Squad Squad Squad Squad Squad Squad
Agile PMO (permanent)
PMO (temporary)
27©WHITECOMProjectExperience
Agenda
To do In progress Done
2. Glimpses of frameworks
3. Implementation Pitfalls
4. Questions 0. Intro
1. Scaling in general
28©WHITECOMProjectExperience
Agile implementation Pitfalls
Keep the transitionplan
On top of
Semantics
No Communication
No mandate
No change capacity
Organic grow
See it as a short activity
No Leaderschip
No technical training
No management
training
Sponsor leavesDisconnected from reality
No support from the workforce
Keep old habits
Forget the FUD factor
Working from home
No individual and team
development
External parties aren’t included
Copycat
29©WHITECOMProjectExperience
Agenda
To do In progress Done
2. Glimpses of frameworks
3. Implementation Pitfalls
4. Questions 0. Intro
1. Scaling in general
