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Building Street Cred:LEANing the PMO
October 27, 2015
Leslie Maness
• PSO Leader for Hallmark’s EPMO
• Mom to this cutie, JP
Agenda
• What kinds of PMO’s are there?
• What kind of PMO is Hallmark?
• Why would a PMO use Lean/Agile principles and practices? (LEARN)
• How did we bring the principles and practices to life in our PMO activities? (APPLY)
• What have we learned? (REFLECT)
• Challenge
– For me and the PSO
– For each of you
Types of PMOs
• Supportive - Through training, mentoring, admin and reporting
• Controlling – services such as project reviews, governance, assessments; can also enforce standards and implement processes
• Directive – responsible for running all projects and managing project resources
Hallmark’s EPMO
Technical Project Management
Product Development
Project Management
Lean Process Project
Management
P3 Support Office (PSO)
Others in Hallmark - Visual Merch. - Future
PSO CAPABILITIES FRAMEWORK
FRAME• Investment Planning• Capacity Planning • Workforce Planning
HIGHLIGHT
• Principles & Practices (Methodology/Governance)• Project, Program,
Divisional, Cross-divisional
• Training• Skills Training• Process,
Lean/Agile Education
• Retrospectives• Facilitation
MANAGE• Strategic Resource
Management• Change Mgmt (aka,
internal user adoption)
• PPM Tools• Sequencing Work
and Resources• Vendor Mgmt
REPORT• Reporting• Project• Program• Portfolio• Financials• Alignment to
Strategies• Value Realization• Interdependencies• Risks
Consulting on Projects/Programs - coaching, connecting, partnering, enabling
Why would a PMO use Lean/Agile Practices?
Not so simple…
The real question:
Do we believe Lean/Agile principles apply to us?
LEARN-APPLY-REFLECT
Page 11
Knowledge work
Knowledge Work
Agile Principles1. Our highest priority is to satisfy the customer through early and continuous delivery of X (services).
2. Welcome changing requirements, even late in “do”. Agile processes harness change for the customer's competitive advantage.
3. Deliver working solutions/services/capabilities frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
4. Business people and solution/service providers must work together daily throughout the project.
5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
6. The most efficient and effective method of conveying information to and within a team is face-to-face conversation.
7. Working solution/service/capability is the primary measure of progress.
8. Agile processes promote sustainable solutions/services/capabilities. The sponsors, service/solution providers, and users should be able to maintain a constant pace indefinitely.
9. Continuous attention to excellence and good design enhances agility.
10. Simplicity--the art of maximizing the amount of work not done--is essential.
11. The best solutions, capabilities, and designs emerge from self-organizing teams.
12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
11, 8, 1
3, 24
12, 9
10, 6
7, 5, 4, 1
LEARN-APPLY-REFLECTHow are we using LEAN/Agile principles in the PMO?
Page 16
Visualizing our work / Weekly F2F
Retrospectives
Storymaps / Release Plans
Systematic Problem Solving
Coaching and Tools
Training/Coaching
Overview Training
Outcome: Introduces concepts
Skills Development
Outcome: Introduces principles, theory, and
basic skills
Practicum Training
Output: Practical application delivering work-related outcomes
Prep: Interviews and Gemba walk
*Partner/Pair with Agile Coaches throughout organization to facilitate.
LEAN/Agile Education Framework for Programs and Projects
Scenario #1 –Setting up a Team Kanban
I want to
manage work
visually
Kanban Overvie
w
Kanban Practicu
m Story Writing Practicu
m
September 29, 2015 Agile Strategy Update 23
Scenario #2 –Setting up an Agile Team
I want to setup
an Agile team
Agile Overvie
w
Kanban Practicu
m
Story Writing Practicu
m
Standups 101
September 29, 2015 Agile Strategy Update 24
Scenario #3 –Implementing Retrospectives
I want my team to
continuously improve
Retrospectives Overview
Retrospectives
Practicum
September 29, 2015 Agile Strategy Update 25
Visualization of current training
Improve governance with LEAN / Agile practices (Budget Burn Down)
October 20, 2015 Agile Strategy Update 27
Available funding decreased in May
Burn rate increases
March through May
Current Forecast has
project ending over budget
Go Live!9/1 Given Go Live
and burn, is this realistic, or do you need to take corrective
action?
Simplify work not done…
• With our project management tool…
– OUR MOTTO: Minimum input for maximum output
– Adjusted how projects are setup to reduce waste
LEARN-APPLY-REFLECT
Page 29
Reflections…
• Start WITH the team
– dragging people along is harder than running along side them
• Make sure the team understands the “so that” of your approach
– The WIFFM is the critical path to engagement
• Sometimes coaching means guiding peoples popcorn to pop…
– without crushing the kernel or
– finding for new ways for them to understand
Challenge: What’s next?
• Just try it!
– It can’t hurt…doing some is better than nothing
• We just completed Visioning and storymapping class with AgileNow, LLC. And are trying it on ourselves
• What will you try tomorrow with your group?
• Keep improving…
– Per Michael Maness (my infamous husband) “If you are not growing, you are slowly dying”…ie…Adapt when it’s not working
• We are adapting Storytime…To drive slicing and shared understanding vs metrics only
• What current approach do you need to reconsider?
Slice/Break down stories on the fly
…to drive shared understanding
Special Thanks!
• D.K. Evenson
– for his coaching and partnership on this journey
– Help crafting today’s presentation ideas
Questions?
• You can contact me @
– [email protected] or via linkedin
• Ask question of other Lean/Agile practitioners
– kc.agilehood.org
– @Agilehoodkc on linkedin and twitter
