APM Thames Valley - Creating an Agile Governance landscape for projects

Thames Valley Branch

Creating an Agile

Governance landscape

for projects

8th July 2015

Adrian Pyne

making organisations fit for projects

About Adrian...... • Organisation culture development

• Coaching and mentoring

• Collaboration

• Professional Services build and management

• Business Transformation programme delivery and rescue

• Portfolio, programme and project management capability development

• Enterprise PMO design/build/operate

• Intelligent Client model development

• Member of APM approx. 20 years

• APM Audit Committee

• Frequent speaker , conference chair and blogger

• Cabinet Office White Paper

• OGC: MSP, P3M3 & Portfolio Mngt review panels

• APM – Intro to Programme Mngt & Portfolio Mngt

• The Gower Handbook of Programme Management

• APM Registered Project Professional and Assessor 2


Applied Impact Technology 3


Being Agile means……

Being Agile at two levels

Agile Organisational Project Management

Agile Governance

Content

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Being Agile means…..

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

Steve Messenger

Chair: DSDM Consortium



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$95,000 per second

30%

40%

50%

60%

70%

0.5%

http://www.whereprojectsthrive.uk/




Organisational Agile Project Management


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Within projects and programmes


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Being agile at two- levels: projects What an agile project/programme looks like

An Agile Project Manager stands back…hands off


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Timeboxing Collaboration

Engagement

Purpose

Being agile at two- levels: projects What an agile project looks like


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Projects are viruses

Agile Organisational Project

Management


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Management A challenging landscape for Agile

I want to run an Agile project

http://www.youtube.com/watch?v=4u5N00ApR_k

For video see link:





Management Organisation Culture

Vision

Strategy

Technology

Process Policies

Values Organisation

Rules

Behaviours Symbols

Relationships

Perceptions

Beliefs

Assumptions

Unwritten rules

Common practice

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Management What needs to be overcome

And some people simply get it wrong……

Non-agile organisation culture

– Lack of flexibility

– Non-release of operational resources

– Lengthy decision making, e.g. change

– Resistance to Matrix working

– Top down governance

– Lack of Trust and empowerment

– Very risk averse – loathing of uncertainty

Organisational anti-bodies


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Being an Agile landscape

AGILE GOVERNANCE

Directing Change guide – Governance components:

• Portfolio direction

• Project Sponsorship

• Disclosing and reporting

• PM capability


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AGILE GOVERNANCE

• Projects are led by and maintain the organisation's Vision

• the Value of projects is derived from and constantly aligned with

the Vision

• the Performance of projects is tracked to ensure Value is being

maintained

• People are enabled to work effectively as individuals and in teams

• Practice; how people work and manage as both individuals and

teams, is mature.

http://www.whereprojectsthrive.uk/agile-governance-looks-like/










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AGILE GOVERNANCE Vision Portfolio direction

• leadership providing direction and strategic alignment for projects

• via a dynamic, prioritised pipeline (portfolio) of projects

• that is sensitive to changes in drivers for change

Value

• Keeping projects as small and fast as possible

• Programmes well phased for cycles of rapid outcome delivery

• Leaders continually reinforce Value.


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AGILE GOVERNANCE

Performance: Disclosing and reporting

• Reports that focus on core set of measures that

• are what even an Agile project will track

• will actually be used outside the project

• As few layers of decision making as possible

• Rapid escalation/decision paths

• Review and learning built into all levels


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AGILE GOVERNANCE

People PM capability

• The maturity of delivery teams

• their selection, training and development

• Project supporting structures are mature

• Project Sponsorship selection & effectiveness

• Support for self-organising teams

• Agile support structures, i.e. Agile PMO

• Enabling collaborative working

• Active stakeholder management and preference to face-face


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AGILE GOVERNANCE

Practice: PM capability

• The maturity of delivery processes (both project & technical) e.g.

• project management processes are Agile

• e.g. Risk managed at the lowest possible level through

empowerment

• use of Agile technical practices, e.g. Scrum


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


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


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Thank you!

Links:

http://www.apm.org.uk/blog/agile-thinking-projects-thinking-out-process-box

http://www.apm.org.uk/news/transformational-change-what-do-and-yellow-brick-road

I want to run an agile project parts 1 and 2:


http://www.youtube.com/watch?v=lAf3q13uUpE

Brian Wernham

http://www.amazon.com/Agile-Project-Management-Government-Wernham/dp/0957223404

Whereprojectsthive
































http://www.youtube.com/watch?v=lAf3q13uUpE













Contacts

Adrian Pyne

E: [email protected]

M: 07767 822 842

mailto:[email protected]