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Defeated • The Agile PMO Business Analysts Architects Testers Developers Designers Analysts 58-63 Business “Information flow reflects culture… Cooperation and information flow both respond to trust.” [Westrum/Safety Science 67 (2014) Using Lean Thinking to Accelerate Agile Project Delivery, Augustine and Cueller, Cutter Consortium Agile Project Management Vol 7, Nbr 10 Program Architecture Program Requirements DONE Project Level Analysis • A Clear Definition of DONE for program level Analysis • An integrated approach to “just enough” program level requirements and architecture analysis (purpose and intent) Program Analysis Collaboration Project A Project B Project C Not This Program Requirements Project A Program Architecture Project B Project C • Overlap • Disconnects, Rework • Inability to adapt rapidly • Delays, Added time • High Overhead, Added Cost • Low Morale (lowering productivity) Heavy, Costly Overhead, Arduous Change Project Analysis Program Analysis Going deep at the program level (Command and Control) Program Less of this……to more of this (Collaboration) Compliance Command Project C Project B Project B Project C Project A CPE Project C Program Program Sprint Goals… Caution Program Sprint 1 Goal Program Sprint 2 Goal Scrum of Scrums Scrum of Scrums Program Sprint 3 Goal Program Sprint 4 Goal Scrum of Scrums Scrum of Scrums Project 1 Sprint 1 Project 1 Sprint 1 Project 1 Sprint 1 Project 1 Sprint 1 Project 2 Sprint 1 Project 2 Sprint 1 Project 2 Sprint 1 Project 2 Sprint 1 Project 3 Sprint 1 Project 3 Sprint 1 Project 3 Sprint 1 Project 3 Sprint 1 Project 4 Sprint 1 Project 4 Sprint 1 Project 4 Sprint 1 Project 4 Sprint 1 Program Caution Program Sprint 1 Program Sprint 1 Program Sprint 1 Program Sprint 1 Scrum of Scrums Scrum of Scrums Scrum of Scrums Scrum of Scrums C C Project 1 o 1 Sprint Project 1 o 1 Sprint m m 2 Project Sprint a 1 n Project 3 d 1 Sprint m m 2 Project a 1 Sprint n Project 3 d Sprint 1 Project 4 Sprint 1 Project 4 Sprint 1 C Project 1 o1 Sprint m m 2 Project a 1 Sprint n Project 3 d Sprint 1 Project 4 Sprint 1 C Project 1 o1 Sprint m m2 Project a 1 Sprint n Project 3 d1 Sprint Project 4 Sprint 1 • Implementation of enterprise and program standards across sprints is monitored Integrated End of Sprint Review Release Review Continuous dependency monitoring and impediment removal Scrum of Scrums Scrum of Scrums Scrum of Scrums Scrum of Scrums Project 1 Sprint 1 Project 1 Sprint 1 Project 1 Sprint 1 Project 1 Sprint 1 Project 2 Sprint 1 Project 2 Sprint 1 Project 2 Sprint 1 • Project collaboration is facilitated Project 2 Sprint 1 Project 3 Sprint 1 Project 3 Sprint 1 Project 3 Sprint 1 Project 3 Sprint 1 • Impediments are removed Project 4 Sprint 1 Project 4 Sprint 1 Project 4 Sprint 1 Project 4 Sprint 1 • Common sprint rhythm is maintained Release Goal • Dependencies are monitored Program • Each project’s progress against self-defined sprints is monitored Integrated End of Sprint Review Integrated End of Sprint Review Requires dynamic governance and enterprise resource management to regularly review priorities, terminate projects and start new ones, shift resources to bottlenecks • Sets direction (objective and purpose) • Enable and support the formation of sustainable empowered teams • Manage demand through facilitating • Support and facilitate decision-making at key points • Identify and eliminate obstacles for delivery teams • Track and help those teams resolve dependency • Provide tool-enabled transparency / visibility • Provide metrics and monitor value delivery • Oh yes, and monitor standards compliance “The Agile PMO role is to therefore enable, facilitate and foster this effective cooperation, collaboration and communication, but not to be the conduit, messenger or part of every conversation.” (The Agile PMO – Emergn.com) Characteristics of Cultures* Pathological Bureaucratic Generative (power oriented) (rule-oriented) (performance oriented) Low cooperation Modest cooperation High cooperation Messengers shot Messengers neglected Messengers trained Responsibilities shirked Narrow responsibilities Risks are shared Bridging discouraged Bridging tolerated Bridging encouraged Failure leads to scapegoating Failure leads to justice Failure leads to inquiry Novelty crushed Novelty leads to problems Novelty implemented * Westrum, R. (2014). “The Study of Information Flow: A Personal Journey.” Safety Science, 67: 58-63 • Move Agile Principles into the Program • Collaboration • Vertical & Horizontal Integration • From Cop to Value Facilitator • Empowered Projects • Transparent, real-time dependency monitoring • Visibility / transparency • Throughput • Frequent Inspection and Adaption • Rapid governance But mostly, it’s about People