PMI-MC Workshop 18 Oct 2013 | 11-12 pm ET

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2013 PMI –MONTGOMERY COUNTY CHAPTER

Transitioning to Agile Project and Program Management: Perspectives and ExperiencesNarayan Prasad, PMP, PMI-ACP

ICF InternationalCase Study: Agile in a Federal Program Support Environment

Cory McConnell, PMP, PMI-ACPICF International

PMI-MC Workshop18 Oct 2013 | 11-12 pm ET

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2013 PMI –MONTGOMERY COUNTY CHAPTER

Narayan Prasad, PMP, PMI-ACP• Over 20 years of extensive experience spanning program management, and full life-cycle systems development in both Federal and Commercial Environments.• Directed professional services organizations, program management offices, and managed teams worldwide.• Thought leadership in Agile project and program management, knowledge management, IT management/operations, and human capital solutions.Contact for questions or additional notes: Narayan.Prasad@icfi.com

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2013 PMI –MONTGOMERY COUNTY CHAPTER

Cory McConnell, PMP, PMI-ACP• Seven years of experience spanning program management, knowledge management, and full life-cycle software development in primarily federal environments.

Contact for questions or additional notes: Cory.McConnell@icfi.com

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Transitioning to Agile Project and Program Management: Perspectives and

Experiences

Narayan Prasad

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OMB Guidance and GAO Audit Results

• OMB 25 Point Implementation Plan to Reform Federal Information Technology Management

• GAO-12-681 – Effective Practices and Federal Challenges in Applying Agile Methods

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Organizing for Agility - Challenges

• Transitioning to Being Agile– Commitment and collaboration– Organizational/Structural– Cultural– Governance

• Transforming for Agility– Approach can be different– Federal/Commercial

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Making the Change to Agile: Reconstitute and Re-characterize

Team Leadership

The Team

Agile PMO

• Servant Leadership• Adding Value• Encouraging Collaboration• Welcoming Change

• Rightsizing• Collocating• Empowering• Self Organizing

• Let teams adopt methodology• Organize scrum of scrums • Facilitate retrospectives • Managing changing priorities• Alignment with strategy

2013 PMI –MONTGOMERY COUNTY CHAPTER

Agile PMO - Services Perspective

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Adaptive Governance

• Sustainable Adoption• Portfolio Tracking • Running concurrent Agile Projects

Visioning• Feasibility and Assessment• Business Cases and Modeling• Product Visioning• Architecture Definition• Value Determination

Strategy• Alignment with Business• Project Prioritization and

Selection

Agile Project Management• Facilitation and Stakeholder Management• Release Planning • Facilitating Retrospectives• Organizing Scrum of Scrums• Projects ROI• Standardization• Enforcing Regulatory Adherence

Tools• Dashboards• Best Practices Metrics• Portfolio Management

Transitioning• Methodology Transition• IPTs to Agile Teams• Business Process Re-engineering• Process Improvement

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Project Management and Governance

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Opportunities

• Get value sooner with greater ROI– Delivering early– Prioritizing features– Highest value features early

• Be adaptable and embrace change– Agile welcomes and adapts to change

• Become sustainable– User stories, team velocity, 2-4 week

iterations• Improve continuously

– Conduct regular retrospectives and make adjustments

2013 PMI –MONTGOMERY COUNTY CHAPTER

Seizing Opportunities and Preparing to Practice…

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Start organizing

from a customer

perspective

Develop cross-

functional teams around

their capabilities

Demonstrate value early

and continuously to gain trust

Develop Demonstrate

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Other Key Considerations

• Align contracting practices to suit modular approaches– OMB: “Contracting Guidance to Support Modular Development”

• Create Flexible Funding Models – WCF, Franchise Funds• Use failures as learning tools – conduct periodic process

reflections– On failed projects

• lack of experience with agile methods (11%) • not understanding the broader organizational change required (11%).

• Prepare to practice and share successes– Shared ownership, collaboration and leveraging skills

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Case Study: Agile in a Federal Program Support Environment

Cory McConnell

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Our Mission

Make this table share knowledge!

Field Engineer (See: hard hat)

Engineer(See: beard)

Fed(See: glasses)

Retired Engineer(See: bowling shirt)

Young Fed(See: military

haircut)

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Problem

Daily Tasks

“100 Hour” Tasks

Long-Term Initiatives

CHAOS!

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Training & Simplifying

IT ODDo good work and then clients will want more of it.

Humans are not resources. Paper clips are resources. Humans are humans.

Our goal is to deliver the highest business value services every day.

The PM is primarily a coach and facilitator.

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The Outline

Portfolio

StoryPrioritized by

Customers

Tasks

“Tickets”

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Communicating Change

To Team To COs To Clients To Mgmt“Uh huh…” “I wish we

had this in our office.”

“People won’t ask me when things will get done? Great.”

“…nobody is going to know what you’re talking about.”

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The PMIS

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Who Does What

Products Stories Tasks

COR Create, Edit, Prioritize (Business)

Create, Edit

Product Owner Create, Edit, Prioritize (Business), Approve, Accept

Project Manager Prioritize (Technical) Assign Create, Edit

Technical Lead Edit, Prioritize (Technical) Create, Edit

Everyone Else Create, Edit

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Technical Lead Dashboard

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Product Dashboard

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Prioritization

Dysfunctional Question

Like Expect Neutral Live with Dislike

Functional Question

Like Q E E E L

Expect R I I I M

Neutral R I I I M

Live with R I I I M

Dislike R R R R Q

M = Must-HaveL = LinearE = Exciter

R = ReverseQ = QuestionableI = Indifferent

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Results

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Questions