3. Adrian Pyne - good agile governance (including case studies) GOV011015

Achieving change successfully: Why good governance matters

Case studies in

Agile Project Governance

Adrian Pyne Part of the Agile PM Roadshow

1st October 2015

© Pyne Consulting Limited l

Applied Impact Technology 2


Contents

Being Agile at projects is…….and isn’t……

Being Agile at two levels

Case study 1: Being Agile within a project - Sainsburys

Case study 2: Flying towards Agility at Gatwick Airport

Case study 3: Julius Caesar’s Agile conquest of Gaul

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So Being Agile at projects is….. Satisfy the customer, produce outcomes that result in benefits

Embrace changing requirements

Provide an environment for success that is sustainable

Collaborative behaviours based on Trust

Keep it simple

At regular intervals – reflect, learn and adjust

TIME

QUALITY

COST

PEOPLE

TIME

QUALITY

COST

PEOPLE


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Being Agile at projects is NOT….. About leaving stuff out

E.g. an excuse not to plan

Undisciplined

A recipe for chaos

E.g. embracing ALL changing requirements

The same as Agile development


Organisational Project Management

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Within projects and programmes



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Case study 1: Sainsbury Point of Sale

A huge Change programme

An Agile software development project

Other serial projects, e.g. kit roll out and training

Agile aspects to the management of the programme

Adaptation of mature P3 standards


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Strong Sponsor leadership

Time and cost capped

MoSCoW prioritisation

Just enough planning

Ops Engagement

Co-located team

Sainsbury Point of Sale: Agile project


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Case study 2: Flying towards Agility at Gatwick


Regulator

Airside

Terminals IT

Handling

Airlines

Finance

Passengers

Commercial

Local authorities

Constructors

/ Contractors

/ Suppliers

Media

Executive

/Owners

Local people

Employees

HR

Security

Unions

ATC

Competition

Retailers

Clear leadership from COO and Sponsors

Empowered Sponsors and project leaders

Intention to make projects part of Business as Usual

A delivery oriented culture focussed on Value

People know their roles and how they relate to others

Adapted APM BoK

People / Process / Technology capability

Flying towards Agility at Gatwick

10 © Pyne Consulting Limited l

Creating a landscape for success

Vision

Strategy

Technology

Process Policies

Values Organisation

Rules

Behaviours Symbols

Relationships

Perceptions

Beliefs

Assumptions

Unwritten rules

Common practice

11 © Pyne Consulting Limited l

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"Vercingetorix Throws Down His Arms at the Feet of Julius Caesar", 1899, by Lionel Noel Royer

Case study 3: Julius Caesar – Conquest of Gaul

http://www.whereprojectsthrive.uk/julius-caesars-agile-conquest-of-gaul-58-to-50bc/


http://en.wikipedia.org/wiki/Lionel_Royer

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58-50 BC


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Case study 3: Julius Caesar’s conquest of Gaul Satisfy the customer

Welcome change

Regular successes – success as measure of progress

Operational and project people work as one team

Self organising teams

Build an environment around motivated individuals

Simplicity

Reflect, learn and adjust


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Legion

Centurion

Legatus

Contubernium (tent group)

Centuries

Cohorts Pilus Prior

Decanus

Contents

Being Agile at projects is…….and isn’t……


Case study 1: Being Agile within a project - Sainsburys

Case study 2: Flying towards Agility at Gatwick Airport

Case study 3: Julius Caesar’s Agile conquest of Gaul

16


Adrian Pyne

e: [email protected]

m: 07767 822 842

Thank you!


mailto:[email protected]

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