29
HOUSTON, TX, USA | 5–8 NOVEMBER 2017 #PMOSym PMO17BR402 Promote Many Options: PMOs That Are Traditional, Hybrid, and Agile Friendly Mike Griffiths Chair of PMI’s Agile Practice Guide
HOUSTON, TX, USA | 5–8 NOVEMBER 2017
#PMOSym
PMO17BR402
Promote Many Options: PMOs That Are Traditional, Hybrid, and Agile Friendly
Mike Griffiths
Chair of PMI’s Agile Practice Guide
Agenda
3
Project Manager and Trainer• >30 years IT experience on utilities, defense, & finance
• 15 years Agile-to-Traditional PMO Integration
Agile Project Management• Helped create Agile method DSDM in 1994
• 23+ years agile project experience (XP, Scrum, FDD)
• Board director of Agile Alliance and APLN
• Author, trainer, and presenter Agile Conference 2001-2017
• Author “RMC’s PMI-ACP” books
Traditional Project Management• PMP, PRINCE2 certifications
• PMBOK® Guide Editions 3-6, Contributor
• Trainer for PMI SeminarsWorld > 3,000 Practitioners
• Presenter PMI Global Congress 2004-2017
• PMI-ACP certification designer, chair Agile Practice Guide
Author
Co-Author
Mike Griffiths
Understanding You
Your Role:
A. PMO Member, PMO Lead
B. Project Manager, Program Manager
C. Team Member, Consultant, other role
Your Organizations Agile Adoption:
A. Youthful: 1-2 years, < 30% of projects agile
B. Adult: 2-5 years, 30-60% of projects agile
C. Mature: 5+ years, 60+% of projects agile
What People Think a PMO Does?
The PMO
Create Delays
Increase project costsHelp with resource management
Provide roll up reporting
Negative Positive
Su
bo
rdin
ate
Su
pe
rio
r
What is a PMO Supposed to Do?
1. Monitor and control project performance
2. Develop and implement standards
3. Develop personnel with training and mentoring
4. Multiproject management
5. Strategic management
6. Facilitate organizational learning
7. Manage stakeholders
8. Recruit, select, and evaluate project managers
9. Execute specialized tasks for projects
Source: “Identifying Forces Driving PMO Changes” -PMI Project Management Journal, September 2010
Agile and PMO Misalignment For some agile projects the PMO can Present Many Obstacles
PMO as Present Many Obstacles
1. Monitor and control project performance – track progress against inappropriate measures such as getting requirements fully documented and signed off
2. Develop and implement standards – enforce conformance to a methodology that does not incorporate or acknowledge iterative development, adaptation, close business involvement, and frequent retrospectives
3. Develop personnel with training and mentoring – considering only traditional methods and creating a training curriculum that omits approaches such as agile, lean, and kanban
4. Multiproject management – assuming architects and business analyst involvement should finish early on a project. Expecting people to work split across 4 or more projects
PMO as Present Many Obstacles
5. Strategic management – not recognizing agile prospects for early ROI, or its application on projects with fixed deadlines, or opportunities for competitive advantage
6. Facilitate organizational learning – auditing projects against inappropriate guides, failure to capture iteration retrospective findings
7. Management of stakeholders – Failure to understand the full role of business representatives to agile projects, selecting unsuitable business champions and SMEs
8. Recruit, select, and evaluate project managers – Looking for the wrong skills, assuming agile certifications equal competence, inability to interview well on agile practices
9. Execute specialized tasks for project managers – failure to provide specialists familiar with agile practices
Agenda
Introducing a Different Game Theory
“Software as a cooperative game” – Alistair Cockburn(software development as a cooperative, finite, goal-seeking, group game)
A Different Game Theory
1. Monitor and control project performance – track the game performance, are we winning, how much time do we have left, are the players OK?
2. Develop and implement standards – support the game, build and maintain facilities, provide equipment
3. Develop personnel with training and mentoring – train and coach the players, identify future captains
4. Multiproject management – manage teams, tournaments and leagues to make sure everything stays co-ordinated
A Different Game Theory
5. Strategic management – game development, new rules of play, league development
6. Facilitate organizational learning – Game recording, game statistics, records, halls of fame
7. Manage stakeholders – organize fans, sponsors, press, and all other associated parties
8. Recruit, select, and evaluate project managers – Scouting, recruiting new players, transfers, and monitoring performance of players
9. Execute specialized tasks for project managers – Provide referees, medical support, coordinate with the cheerleaders
The same activities, but now with greater acceptance and support
PMO as Provide Many Opportunities
PMO as Provide Many Opportunities
1. Monitor and control project performance – track velocity, track team and sponsor satisfaction ratings, look for dangerous velocity trends, check backlog size, monitor iteration and release plans
2. Develop and implement standards – provide templates for user stories, test cases, cumulative flow diagrams, etc. Provide agile PM tools, educate supporting groups on iterative development concepts
3. Develop personnel with training and mentoring – provide agile training courses, coaches, mentors, send people to local agile events
4. Multiproject management – coordinate between agile teams, communicate between projects outlining progress, issues, retrospective findings
PMO as Provide Many Opportunities
5. Strategic management – identify projects with opportunities for early ROI or competitive advantage
6. Facilitate organizational learning – gather project velocity profiles, capture retrospective findings, include perceived PMO cost vs. value in project metrics
7. Manage Stakeholders – provide Product Owner training, provide guidance on acceptance testing and how to evaluate and give feedback on systems. Champion the importance of SMEs to projects
8. Recruit, select, and evaluate project managers – develop guidelines for interviewing agile project managers
9. Execute specialized tasks for project managers – train and provide retrospective facilitators, create agreements with agile project trouble shooters, provide mentors and coaches
Agenda
Using Lean Thinking to Improve PMOs
“Focusing on delivering the most value from a customer perspective, while reducing waste and fully utilizing the skills and knowledge of those doing the work.” - Lean Thinking, Womack, Jones
Lean Thinking: Philosophy + Toolbox
3 Themes + 5 Principles & Many Practices
1 2
3
4
5
Lean Thinking:
1
2
3
3
What is Lean Thinking?Lean Thinking: 3 Themes, 5 Principles (+ Many Practices)
Eliminate Waste
Customer Defines Value
Involve Everyone
1
25
1 SPECIFY VALUE
Specify what
creates value from
the customer
2 REVIEW ALL STEPS
Identify value-
adding and non-
value-adding steps
3 ESTABLISH FLOW
Switch to smaller
batch flow to
reduce queues
4 IMPLEMENT PULL
Needs signal work,
stockpiling leads to
waste
5 WORK TO PERFECTION
Elimination of waste so that
all activities create value
1
2
3
1 SPECIFY VALUESpecify what creates value
from the customer
2 REVIEW ALL STEPSIdentify value-adding and non-
value-adding steps3 ESTABLISH FLOWSwitch to smaller batch flow to
reduce queues
4 IMPLEMENT PULLNeeds signal work, stockpiling
leads to waste
5 WORK TO PERFECTIONElimination of waste so that all activities
create value
01
04
05
03
Lean
Principles
Using Lean Thinking to Improve PMOs
PMO: Interview Customers (Sponsors
and Project Teams) to understand Value
PMO: Perform Value Stream Mapping of
current state and future state processesPMO: Encourage small batch flow of user
stories and retrospectives vs BRD & LL
PMO: JIT reviews, SCM meetings
based on current questions, not
standard templates
PMO: Eliminate “DOWNTOWN”
wastes
DOWNTIME - 8 Wastes
Inventory Excess Motion
Waiting
Transportation
Defects Overproduction
Extra Processing
Non-Utilized Talent
Provide standards and QA training
Ask “Where is the next best dollar spent?”
Early feedback. Bring work to stable teams.
Iteration based work trials
Eliminate handoffs. “T” Shaped team members
Last-responsible-moment requirements
Dedicated teams, fewer PMO initiatives
Avoid relearning, stable teams
Agenda
Case Studies: The Role of the PMO in Achieving Agility
“Achieving Greater Agility” – PMI’s Pulse of the Profession, 2017
Case Studies: How PMOs are helping Agile Adoption
“Achieving Greater Agility” – PMI’s Pulse of the Profession, 2017
Case Studies: PMO Challenges Still Faced
Data from PMI’s “The Drivers of Agility” Pulse of the Profession Report, 2017
Hybrid does not (have to) mean mixing or diluting
Hybrid can be additive:
Beer Shandy Lemonade
Additional Governance
Additional Supporting Activities
Ad
dit
ion
al V
end
or
Sele
ctio
n
& P
lan
nin
g A
ctiv
itie
s
Ad
dit
ion
al R
egu
lato
ry T
esti
ng
and
Do
cum
enta
tio
n S
tep
s
Agile Approaches for effective development and
risk reduction
Lockheed Martin uses agile and additional processes to develop their autonomous vehicle control systems.
Tyranny of the OR
Genius of the AND
Case Study: Hybrid PMO
Summary
• Agile projects present a challenge to traditional PMOs
• Game Theory helps explain how PMO’s can help projects
• There are lots of opportunities for PMO’s to help agile projects
• The future PMO will support Predictive, Hybrid and Agile projects
Resources
Links: PMO CoP - http://pmo.vc.pmi.org/Public/Home.aspx(PMI’s PMO Community of Practice with articles on agile projects)
Ideas and Training – www.LeadingAnswers.com
Contact Mike: [email protected]
Action Plan for Leaders
• View your projects as cooperative, finite, goal-seeking, group games• Identify “Present Many Obstacles” behaviors• Find “Present Many Opportunities” actions
• Apply Lean Thinking to PMO activities• Undertake “Specify Value” interview customer steps• Undertake “Review All Steps” value stream mapping
• Implement “Establish Flow” switch to small batch sizes• Start “Implement Pull” switch to JIT reviews• Eliminate DOWNTIME wastes and repeat
