Association for Project Management : Agile PMO

Peter Measey
Peter.measey@radtac.co.uk
07970 435290
 Agenda

Introduction
What is Agile and Enterprise
Agile
Agile PMO in that Context

© Copyright RADTAC 2012 2

 Peter Measey

Agile specialist since 1994

Public and private sector agile
implementation experience
Joint founder of RADTAC in 1998
Certified Scrum Trainer
DSDM Director, Certified DSDM Trainer
Prince2 Certified
DSDM / APMG ‘AgilePM’ Trainer
Board Member - BCS Agile Methods
Specialist Group
Project Management Institute – Agile
Certified Practitioner
Member APM

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 RADTAC

Services
Delivery
Consulting
Training
Expertise
Agile Methods
Systems Development
Project Management
Organisational Transformation
Public and Private Sector
RADTAC USPs
All of the leading Agile methods
Together with wider approaches beyond Agile
And the ability to make them Scale and Stick

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 When to use Agile

Agile is designed for anything

with inherent uncertainty or
volatility
Transformation
Support and Maintenance
Research and Development
Information Technology
PLM
Commissioning (NHS)
Venture Capital

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 Agile Delivers the Right Outcome
Analyse

Design

Build

Test

Deploy

X
45% !!

TIMEBOXES

6
 Agile Delivers on Time and Cost

Time and cost out of control

Loss of focus
Quality at risk
Project stopped or functionality baselined
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 Timeboxing
M M

M C
C C
C
C C C
M
S C
Could
Could

Should Should

Must Must

Timebox 1
Timebox 2

Must Should Could Wont

M S C W M S C W

C
C
M S CW M S CW M S CW M S CW M S CW M S CW
C
S

Low priority functionality may be dropped

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 What is ‘Agile’ ?

Peter Measey
Peter.measey@radtac.co.uk
07970 435290
 Agile Manifesto

(and Agile is not just about delivering software, it applies to all types of project)

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 Generic Definition of ‘Agile’

Architecture Iteration 1 Iteration 2 Iteration …

Plan
Analyse
Design
Build Test

Agile Delivers
Right outcomes
On time
On cost
Enables Every
Working Project
Iteration
Distributed development Solution Metrics
Fixed price contracts
Smarter working
Enabled by
PMO as change agent
Culture change
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Lean
 What are the Leading Agile Frameworks?

A G I L E

Scrum DSDM Atern

Lean Software Development (Lean) AgilePM
Kanban A/OUP
Extreme Programming (XP) Continous Integration
FDD Test Driven Development
Crystal Business Driven Development
Delivery / Management frameworks that deliver the right
outcomes to time and cost whilst everything is changing
around them
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 Agile Project Management (AgilePM) : The Basics

WWW.DSDM.ORG/AGILEPM

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 Enterprise Agile
Vision / Blueprint Team Programme Team

Epic Stories Layer 1 : Programmes

Project Team
Feature Stories
Feature Team

Sub-Feature
Stories
Layer 2 : AgilePM

Agile Team Product Backlog Agile Team Product Backlog

Layer 3 : Teams
Fine Grained Fine Grained
User Stories User Stories

Course Grained Course Grained

User Stories User Stories

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 Enterprise Agile – Possible Organisation Structure

Blueprint Strategy Team

System Requirements Programme Programmes
Architect Manager Manager

Product Technical Project

Release Team
Manager Architect Product Team Manager

Defect Test Business Projects

Co-ordinator Architect Architect Release /
Integration
Agile Team ‘1’ Agile Team ‘n’ Manager

Product Product
Owner Owner

Scrum Scrum
Master Master

Teams
Agile Team Agile Team

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 Agile PMO

Peter Measey
Peter.measey@radtac.co.uk
07970 435290
 Why have a PMO (basic definition)

To reduce the risk of projects failing to deliver to time, cost

and quality targets
To increase the success of projects and programmes in
delivering the business value expected
To make more efficient use of project resources by using a
“shared service”
To make more effective use of scarce skills and resources
across projects and programmes
Source : Cranfield

To support information dissemination

To ruthlessly evolve and implement world class best
practice

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 Why have an Agile PMO ?

As previously defined, however, bear in mind :-

Servant – leader relationship with teams (we’re the
servant)
PMO must be demonstrably an enabler not a blocker
(from business and teams perspective)
We exist only when required

As previously defined...plus other opportunities

Drive the agile transformation (Vision, Action,
Traction), culture and mindset change – utilise Lean and
Agile to drive the change
Define the integrated agile approach and continuously
improve
Enable governance to be inspect and adapt, not
command and control
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 Vision – Know why we are doing this (CSFs)

A clear Agile vision and strategy for achieving it

A sense of urgency
Strong, united senior management sponsorship
Knowing where we’re going
Communication of the vision and progress towards it
Deliver the
right
outcomes5thFOCUS (Realisation) – Agile Business Driving Opportunity
Driver

4thFOCUS (Ego) – Programmes/Portfolios

Deliver the
outcomes
right
Agile Readiness
3rdFOCUS (Belonging) – Projects / Products
Assessment
Agile Audit
2ndFOCUS (Security) – Teams / People / Tools

1stFOCUS (Health) – Measurement, Audit

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 Action – Know what we are doing

Empowerment of broad-based action

Alignment of any existing Agile activity
Generation of quick wins
Consolidation of quick wins

Iterative and incremental: Periodic Review and Adaptation of Plans and Approach
Transition Management
Transition Management
Vision ; Objectives ; Benefits ; Plan ; Transition Team ; Measures ; Stakeholders ; Culture

Support
Project Support
Initial Pilot/s & beyond ; Coaching ; Assurance ; Reviews ; Interim PM & Delivery Resources

Training and Education

Start Small and / Training
or Simpleand EducationFull Agile Transformation over time
Training Needs Analysis; Training Organisation & Portfolio; Tailor & Deliver Training

Processes and Standards

Processes and Standards
Tailor and Integrate selected Methods / Practices; Develop; Deliver; Communicate; Refine

Related Capability Building

Related Capability Building
Identify & Develop: e.g. Portfolio; Governance; Suppliers; HR ; Infrastructure ; Skills etc.

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 PMO Drive Change : Traction – Know how to make it stick

Agile + Transformation = Traction

Talking about and writing methods is relatively easy, making
them stick isn’t: two basics :-
Understand pragmatic agile, NOT dogmatic agile
Understand organisational transformation
Alignment of all processes to enable inter-operability
Embedding Agile in the organisation and culture
Effectiveness
& morale

DENIAL COMMITMENT
Information Encouragement
Open
Hidden

RESISTANCE EXPLORATION
Support Direction
Past Future
Time
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 Integrated Agile Framework

Pragmatic Agile
Agile can be used without formal programme or project frameworks
However formal frameworks (eg. Best Management Practice
Framework) provide extremely useful artefacts, guidance etc.
Therefore inspect and adapt existing knowledge base of
appropriate frameworks, standards etc, whilst having a very simple
and clear agile programme, project and delivery management
approach (KISS Principle)
Agile Programmes ‘Knowledge cube’
Agile
Projects PMBoK

Agile ITIL
Delivery INSPECT & ADAPT
Teams MSP

Prince 2

Etc.....

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 Agile Boards and Governance

Disable
‘command and control’
‘Management’ of delivery
Power without responsibility

Enable
Inspect and Adapt
Facilitation of delivery
Appropriate involvement
DARK
Steer on WHAT, teams define
HOW and WHEN

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 Where does Agile PMO as Change Enabler Fit in ?

Strategy Team
Chief Technical Chief Business Programme
PMO
Programmes
Architect Architect Manager

Product Technical Project

Release Team
Manager Architect Product Team Manager

Defect Test Business Projects

Co-ordinator Architect Architect Release /
Integration Or......PMO
Agile Team ‘1’ Agile Team ‘n’ Manager

Product Product
Owner Owner

Scrum Scrum
Master Master

Teams
PMO
Agile Team Agile Team
Consultant

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Association for Project Management : Agile PMO

Peter Measey
Peter.measey@radtac.co.uk
07970 435290