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The Lean, Agile PMO

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Matthew Hodgson

on 29 October 2013

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Transcript of The Lean, Agile PMO

Conclusions
Matthew Hodgson
CIO, Scrum Coach
Agile/Lean Enterprise Transformation
BA (Psych), MA, CSM, CSP
@magia3e
zenexmachina.wordpress.com
The Lean, Agile PMO
30+ projects
conception
approval
in-progress
UAT
Prod
post-implementation
done
backlog
not-started
in-progress
code review
done
released to test
delivered
WIP = 4
in-progress
delivery stage
done
project closure
product backlog
project requirements
week's
backlog
to-do
WIP limit
done
done & done
(signed-off)
staff columns
upcoming
Outcomes
Transparency of work
Learn what each other does
Succession planning
Engage managers on what is of value to do, not what is of priority
Visualisation + physical
Did planning around the board
Planning populate the board
Stand-ups around the board
Physical move of cards reinforced their previously implied process (kinesthetic learning)
Did formal (Sprint) reviews
Enabled subtle changes to process as issues arose
FLOW
bottleneck
FLOW
FLOW
FLOW
highest value
lower
value
value-ranked
ACS 2013 ANNUAL
CANBERRA BRANCH
CONFERENCE

ICT - Shaping our World
Wed, 30 Oct 2013

“An organizational body or entity assigned various responsibilities related to the centralised and coordinated management of those projects under its domain. The responsibilities of the PMO can range from providing project management support functions to actually being responsible for the direct management of a project”
Measured the effect on flow
PMI. (2003) Guide to Project Management Body of Knowledge (2003) PMI
“The administrative mechanism by which a focal point is provided for organisational project management activities”
Parviz, F. (2001) Is Your Organization a Candidate for Project Management Office (PMO)? AACE International Transactions, 2001, p7.1, 4p
“A formal, centralised layer of control between senior management and project management”
Martin, N. L.; Pearson, J. M; Furumo, K. (2007) IS Project Management: Size, practices and the project management office. Journal of Computer Information Systems, Vol. 47 Issue 4, p52-60
"Acting in line management structures to govern PMs
and report to decision makers"
"Monitoring project performance ... to provide visibility to executive management"
"Leadership of the project management group ... within the organisational hierarchy"
Training, standards & processes
Chaves, Robert. "Education Versus Training." PM Network (2006): 21.
Hobbs, Brian, and Monique Aubry. "A Multi-Phase Research Program Investigating Project Management Offices (PMOs): the Results of Phase 1." Project Management Journal 38 (2007): 74-86.
"Process Anew." PM Network (Dec 2005).
D.A. Jones, M. C. Lucey. (2009) University of Melbourne, Melbourne. Royal Melbourne Institute of Technology (RMIT)
"Provide project management knowledge, and a clear set of performance standards for getting all of the required work accomplished"
Bernheim, R. (2012) The Real Value for Creating and Enhancing a Corporate Project Management Office (PMO)
Little visibility of:
Status
Value delivered
Work in-progress
Actual resources
Capacity
Reduced waste
Improved quality
Improved flow
Reduced project time & cost
Muda – non value-adding work
Muri – over burdening the team and the system
Mura – unevenness
P3M3 Maturity Model
Metrics used to assess and quality control process.
Awareness of Process
Success is based on individual competencies.
Repeatable Process
Defined Process
Managed Process
Optimised
Basic practices. Key individuals enable repeated success.
Documented process integrated into some process.
Focus on optimisation and continuous process improvement.
Little transparency of:
Risks, issues & impediments
Accuracy of information
Process
Project Register
Capability maturity improvement
Raising awareness thru visualisation
Created a Kanban Board
Visualised what I knew about the 30+ projects
Raising awareness & desire thru
play-based learning
Degustation Game
Core concepts:
Product Breakdown Structure
Value
Waste
Followed by:
Product-based reporting templates
Ball Game
Core concepts:
Managing flow
Overloading the team
Planning & review (Deming Cycle)
Self-organisation
Followed by:
Kanban boards with WIP limits
Metrics on lead time & cycle time
Paper Planes & Estimation Game
Core concepts:
Accuracy of estimation
Relative estimation
Followed by:
Agile estimation (Planning Poker) practices
Positive learning experiences create long-lasting memories
Followed with one-on-one mentoring
Communication reinforced the language of value - blogs, PM stand-ups
Issues now visible
Incorrect information
Delivery problems
PM process not adhered to
Resources over committed
Focus on tasks not outcomes
LONG time before value delivered
value ranking
products being delivered
PM's & stakeholders
FLOW
Introduced incremental change based on behavioural change
Delivery Stage
Initiation
Stage
Closure
Stage
Start-up
Stage
new PRINCE2 standardised process stages
visibility enabled projects to close
improved resource allocation
improved view of optimum pace of delivery
to-do
in-progress
done
Introduced std processes:
Products not tasks
Inspect/adapt
FLOW
made quality processes explicit in the flow
created work-in-progress (WIP) limits to improve lead & cycle time
Behavioural change over "PM training"
Branch strategic outcomes
value ranking to focus effort on key areas
WIP limits
FLOW
to-do
in-progress
done
completed
parked
WIP 8
needs more planning before its ready to start work
work
in-progress
limit
aided by:
Visualising work
Deming Cycle
Improved capability to plan for change (inspect/adapt)
Improved collaboration & engagement
Radical transparency
Greater responsiveness to changing business/user needs
Sustainable pace = predictability
Reduced risk (fewer surprises)
After planning, staff:
Responsible for 'how'
Just take the next item
Lean how to do the next item if not yet capable
FLOW
value-ranked
Benefits
Move formally to using agile delivery methods:

Scrum - software development projects
Scrum-ban -- infrastructure, web teams
Kanban -- service desk team

Scrum delivery methods (inspect/adapt) will enable P3M3 = 5.
What's Next?
Behavioural-based approach
To achieve capability maturity:
PMO focus on people & behaviour, not just training, line management.
Enable conversations & collaboration w/ business, not enforce standards.
Not about an IT/project problem.
Behavioural change means cultural change for strategic outcomes.
Significant increases in:
Transparency
Business communication
Team collaboration (no more over the wall)
Collaboration between PMs
Continuous planning & review
Process compliance and reporting
Governance

Decreases in:
Risk
Scope ambiguity
Waste
Metrics used to assess and quality control process.
Awareness of Process
Success is based on individual competencies.
Repeatable Process
Defined Process
Managed Process
Optimised
Basic practices. Key individuals enable repeated success.
Documented process integrated into some process.
Focus on optimisation and continuous process improvement.
Possible within 6 months
P3M3 Maturity?
4 months ago
Today
within 4 months
PMO focus on Lean-Agile
Turned PMO into an enabler of:
Delivery of value.
Removing waste -- continuous improvement
Sustainable delivery -- enables higher quality and greater predictability of costs.
Strategic alignment -- aligning projects with enterprise strategy.
Responsive delivery -- promoting continuous planning & review over "big bang".
Maximising investment of resources in project, program & portfolio outcomes
Executive Reporting
Out of behaviour came upward reporting
Governance & continuous improvement
Continuous assessment of delivery of value
Agility across P3 layers
People could see their behaviour had positive outcomes
Created standard (documented) process out of behaviours
Create templates:
aligned to existing behaviour
reinforced standardisation of outcomes and repeatability
Strong drive from execs to "do more with less" harnessed as governance
From behavioural change to creating process
PRINCE2
positive
reinforcement
(operant conditioning)
skills vs desire for behavioural change
Lean/agile:
Underpinned good PM practice
Powerful way to implement incremental change
Produced fast, tangible change outcomes for project management maturity
FIN
Take-aways
Don't do:
"As-is", "to-be" and determine the delta
Identify process
Enforce the process

For embedded, good project management practice:
Decide on the behaviours you want to see
Visualise what you know
Encourage (thru positive reinforcement) those behaviours
Form processes around them
Scaled Agile Framework (R)
Want to improve PM practice?
Full transcript