Download DCSUG (160328) The Agile PMO

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