Having a PMO with agile flavor

March 2015, Adelaide, SA

Imad Alsadeq, OPM3®, MB™, MSP®, PMP®, PMI-RMP®, PMOC, MCP, EFQM.

“PMI” is a registered trade and service mark of the Project Management Institute, Inc.

©2015 Permission is granted to PMI for PMI® Marketplace use only

• Now and Here,

• Apply to your PMO,

• Listen as if you will represent it, and

• Get ready with your questions and feedback.

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UnrealizedStrategy

EmergentStrategy

Source: Mintzberg, H., Ahlstrand, B. & Lampel, J., 1998. Strategy Safari

An agile delivery

requires

an Agile PMO

Replace the word strategy with: DeliverableBenefitOutcomeMethodologyDeadlineScopeTarget…

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•PMO Types / Levels

• Improvement dilemma

Agile Improving PMO

•Operation plan

•Agile your plan

Operate an Agile PMO

•Traditional PMO Establishment

•Adding Agile Flavor

Establish a PMO using Agile Techniques

•What is a PMO?

•What is Agile?

•The Magic mixture

Revisiting Basics

What is a PMO?

What is Agile?

The magic mixture

Revisiting Basics

Establish a PMO with Agile Tech

Operate Agile PMO

Agile Improving PMO

6Source: PMBOK® Guide Fifth Edition

What is a PMO?

Can you projectize everything ?

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What is a PMO?

Source: PMBOK® Guide Fifth Edition

Better

Applying &

Requirement

Better

Project

Management

The application of knowledge, skills,

tools and techniques to project

activities to meet project

requirements

You are in need for:

Management structure that

standardizes the project

related governance processes

and facilitates the sharing of

resources, methodologies,

tools, and techniques.

Then

8Source: PMBOK® Guide Forth Edition

What is a PMO?

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1. Report project status to upper management

2. Develop and implement a standard methodology

3. Monitor and control project performance

4. Develop competency of personnel, including training

5. Implement and operate a project information system

(PMIS)

6. Provide advice to upper management

7. Coordinate between projects

8. Develop and maintain a project scoreboard

9. Promote PM within the organization

10. Monitor and control performance of PMO

10Source: Hobbs & Aubry PMI, 2010

Project Management

• Kodak’s AdvantixPhotographic system– One of the best new products

of 1996 (Business Week)

– PMI International Project 1997

• After the Project– Kodak's stock price has fallen

67% since the introduction of the Advantix system

Project Outcome

• Sydney Opera House– Time Plan was 4 years –

Finished after 14 years

– Budget was 7M – Actual cost about 102

• After the Project– One of the most recognized

buildings in the world

– For the year ended 30 June 2011, total income was about 120M

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Project outcome added value

(Your/Your Organization Value)

Contribution to the Org. Strategy

(Portfolio, Program)

Competing Demands Balancing

(Project Management)

Stakeholders’ Satisfaction

(New PMBOK KA)

Project Success

• Classical methods of software development have many disadvantages:

– Huge effort during the planning phase

– Poor requirements conversion in a rapid changing environment

– Treatment of staff as a factor of production

13Source: Joint Advanced Student School, Belkina, 2006

• Agile is a group of software development methodologies based on iterative and incremental development, where requirements and solutions evolve through collaboration between self-organizing, and cross-functional teams.

• The Agile Manifesto introduced the term in 2001.

http://en.wikipedia.org/wiki/Agile_software_development 14

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Result

16http://www.versionone.com/

1. Accelerate time to market

2. Manage changing priorities

3. Better align IT/Business

Capability required to reap the benefits of faster delivery:

• Team Capability

• Organizational Capability

• Technical Capability

• Integration Base

17Adopted from: HM Government | Agile Faster Delivery Report

18Picture source: http://managedagile.com/

PMO EstablishmentAdding Agile Flavor

Revisiting Basics

Establish a PMO with Agile Tech

Operate Agile PMO

Agile Improving PMO

Awareness

Running PMO

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Business Driven PMO Operation

Transition ImplementationProcess & Procedures EPM System Competency Development

The Reason BehindPMO Framework PM Infrastructure Individuals’ Competencies

Mutual Awareness

Proposed Solutions Client Culture

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1. lack of client/top Mgmt. knowledge and willing to change,

2. Wrong expectation/understanding from day one,

3. Introducing PMO as top Mgmt. guard not PM Supporter,

4. Beginning with processes and auditing rather education,

5. Lack/Wrong resources selected to join the PMO, and

6. The PMO is not used nor treated as a change agent.

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• Our highest priority is to satisfy the customerthrough early and continuous deliveryof valuable PMO.

• Welcome changing requirements, even late in establishment.

• Working PMO is the primary measure of progress.

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• Build elements around motivated individuals. Give them the environment and support they need, and trust them to get the job done.

• The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.

• Simplicity -the art of maximizing the amount of work not done- is essential.

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Satisfy Customer

Work Together Daily

Working Software

Simplicity

Welcome Changing

Trust Your Team

Face-to-Face Conversation

Self-organizing teams

Shorter Timescale to deliver 2:8

Promote Sustainable

Good Design enhance agility

Retrospective

• Scrum is an iterative, incremental framework for project management often seen in agile software development, a type of software engineering.

• Other Agile Methods

– Extreme Programming

– Adaptive Software Development (ASD)

– Dynamic System Development Method (DSDM)

http://en.wikipedia.org/wiki/Scrum_(development) 26

As Is

As To Be

To Be

Monthly Progress Meetings

Daily/Ad hock meetings

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Milestone

Footstone

Process, tools,

people

Working PMO

• Business driven, agile based, and manage the change.

• Success is measured against needs and benefits realized not finished deliverables.

• Aim is to realize benefits not to be on schedule.

• Benefit is an outcome of actions, behaviors, product or services that provides utility to the sponsoring organization as well as program stakeholders.

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Qualified team

Capabilities

Integrated tools and

methodologies

Resources and Knowledge

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Develop PM Methodology

Outputs

Implement MS EPM

Acquire PMO Team

Prepare PMO Logistics

PMO internal website

Train PMO Team

Outcomes

Managing Projects & Programs effectively

Success Projects and

Programs

Higher OPM Maturity

BenefitsStrategic objectives

Better application for methodology,

tools, and knowledge

Increase Process efficiency and effectiveness

Operation plan

Agile your plan

Revisiting Basics

Establish a PMO with Agile Tech

Operate Agile PMO

Agile Improving PMO

• 3/6 months detailed plan, 1/2 year general directions

• For us and for others

• Operation Streams– Managing PPP

– Training

– Methodology

– Technology

• PMO KPIs

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• Phase/Gate Manager

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Phase/GateManager

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Project ManagementMethodology Selection Matrix

Source: PMI white paper: The benefits of tailoring Making a project management Methodology fit

How often are your projects successful?

How mature is your organization in relation to professional project management practices?

• Decide the lead and lag KA in each project / Find your triple lag/effect/results,

• Afford the right effort amount to the right management area,

• Plant Benefit & Change management mindsets.

Knowledge Area Class RationalCause/Effect

Integration Lead Enabler Cause

Scope Lag Result Effect

Time Lead Enabler Cause

Cost Lead Enabler Cause

Quality Lag Result Effect

Human Resource Lead Enabler Cause

Communications Lead Enabler Cause

Risk Lead Enabler Cause

Procurement Lead Enabler Cause

Stakeholders Lag Result Effect

Benefit Lag Result Effect

Change Lead Enabler Cause

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35Source: Kotter, John. Accelerate: building strategic agility for a faster-moving world, 2014

Hierarchy,

To perform today’s job well, making incremental changes to further improve efficiency, and handling those strategic initiatives that help a company deal with predictable adjustments, such as routine IT upgrades.

A DUAL OPERATING SYSTEM

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Network,

Constantly evolving and dynamic solar system. Initiatives and sub-initiatives merge and disband as needed.

Permits a level of individualism, and creativity.

A DUAL OPERATING SYSTEM

Source: Kotter, John. Accelerate: building strategic agility for a faster-moving world, 2014

PMO Types / Levels

Improvement dilemma

Revisiting Basics

Establish a PMO with Agile Tech

Operate Agile PMO

Agile Improving PMO

38Source: The Complete Project Management Office Handbook,

Third Edition By Gerard M. Hill

• Improvement

– Phases,

– Sprints

– Combination

Quarterly Healthcheck

Annually Improvement Plan

2 or 3 years of General Directions

Alive Retrospective

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WHAT WENT WELL

WHAT WENT LESS WELL

SUGGESTIONS FOR

IMPROVEMENT

WHAT STILL PUZZLES US

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Keep bridging the gaps, but let them bridge as well.

OSMOpr. PMO

OSM

PMOOpr.

OSM

PMOOpr.

• People win all the time,

• Change Management mindset,

• Tailor for them, so they tailor success for you,

• People lead, robots do that only in the movies.

Revisiting Basics

Establish a PMO with Agile Tech

Operate Agile PMO

Agile Improving PMO

1. An agile delivery requires an agile organization,

2. Intended + Emergent = Realized ----- ,

3. PMO supports adaptive and definitive projects,

4. Agile is a mindset and principles for everything not only software,

5. Alive tailoring and dual structure is essential for agile operation,

6. Focus on the overall organizational capabilities not only yours,

7. Human side is always the winner.

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To get a copy of this presentation or/and send me your feedback, please send me an email or find me on

Imad Alsadeq,

[email protected]