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AGILE AND THE PMO:KILLING ME SOFTLY WITH THIS SONGJILL HAYHURST / D.K. EVENSON

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Introductions

Hallmark’s Agile Journey –Don’t Stop Believin’

Not Your Daddy’s PMO –Take a Chance on Me

Release Planning –Can You Release Me

Changing Minds –Any Way You Want It

Wrap-up

1

2

3

4

5

6

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INTRODUCTIONS

D.K. Evenson

PMO Consultant II

Jill Hayhurst

Resource & Capacity

Manger

Hallmark Card

ePMO

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HALLMARK’S AGILE

JOURNEY

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AGILE IS ABOUT THINKING DIFFERENTLY

• Staff averages 15 years of service

• Majority started as COBOL batch programmers

• “Ooo, while I’m in here, let me just take care of this other thing real quick…no really, it won’t take but a moment….”

• “When you care enough…”

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1 2

3 4

The Grand Experiment

Not the summer of ‘69, but the winter of ‘12

Identify a project for the

experiment

Identify a pool of

dedicated resources

Engage some Agile

experts to coach usGo “all in”

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THE CHALLENGE

• Project was going into its 5th year with low user satisfaction

• Missing capabilities and performance problems – including high support costs

• Exceptionally high user expectations due to vendor exuberance

• Rapidly changing business environment

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OUTCOMES OF 6-MONTH PILOT

• User satisfaction was high

• Rapid delivery of new capabilities

• Rapid feedback enabled course corrections

• Working software brought visibility to impacts of decisions

• Renewed sense of “team”

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16• Expanded pilot to include a Licensing system

enhancements project

• Project finished early

• Leveraged “work not done”

• Enabled investment redirection

• Created a community of practice to support a growing number of Agile project teams

• Division-wide awareness campaign

• Track 1 for team practitioners

• Track 2 for the average IT professional

• Some Waterfall project teams sought ways to

exploit Agile principles where they made sense

PILOT EXTENSION AND WINS

Nah, nah, nah, nah...

nah, nah, nah, nah...hey, hey, hey. Goodbye!

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NOT YOUR DADDY’S

PMO

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AGILE AND THE PMO

• How to acknowledge our organization’s propensity for command and control?

• How to honor the 12 Agile principles?

• How to move beyond a perception of rigid adherence to “THE Process”?

• How to effectively provide governance for this new methodology?

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THE AGILE SDLC

• Formal Lifecycle addresses command & control culture

• Release planning phase blends Agile SAFE with command & control

• Standard Agile ceremonies• Standups• Turnarounds• Product Demos• Retrospectives

• Project checkpoints add governance

• Transition to Service adds “just enough” process

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MINIMUM VIABLE PRODUCT

Just enough to keep me

hanging on…

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RELEASE PLANNING

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RELEASE ME 60 MINUTES TO

RELEASE PLANNING

• The Problem

• The Research

• The Solution

• Real – Life Implementation

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THE PROBLEM

• 5 Project Teams

• 1 website

• 1 Monthly Release

• Collision of Integrated Code

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THE RESEARCH – MY PERSONAL SPIKE

• AGILE Release Train (ART)

• Primary delivery method in SAFe

• ART Aligns teams with a common mission via a single vision, roadmap and backlog

• The release train supports a long-term program that may have many teams and projects inside of it.

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COME ON RIDE OUR TRAIN

• ART is not a cookie cutter solution

• 2-day planning session was not feasible – utilized the pieces that worked

• Understand our development cadence

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REAL LIFE IMPLEMENTATION

• Visual Release Planning Board

• Bi-weekly 1-hour planning sessions

• Technology, Business, User Experience

• Evaluate Risk, Integration, and Dependencies

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IMPLEMENTATION EVOLUTION

• Utilized Retrospectives to improve process

• Created bi-weekly roadmap meetings

• Visual Back-Log

• Release Back-Off Schedule

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RELEASE BACK-OFF SCHEDULE

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CHANGING MINDS

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HOW DO WE GO FROM HERE… TO HERE

AGILE IS ABOUT THINKING DIFFERENTLY

? !

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16• Project Team Strategy

• Everyone Else Strategy

• The Outcome

• Entire IT staff trained in 18 months post-pilot (~250 people)

• Entire .COM staff trained (~80 people)

• Several satellite IT organizations

trained (~40 people)

PROBLEM #1 –HOW TO

INDOCTRINATE THE MASSES?

We don’t need no

education … no thought control

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16Agile Teams Waterfall Teams

New team membersAdopt some LEAN

practices

New teamsBecome more iterative –

“test and learn”

Refresher skills training Make work more visible

Advanced skills trainingMentoring / coaching

support

Mentoring / coaching

support

PROBLEM #2 –HOW TO HANDLE

ONGOING DEMAND?

If you leave me now,

you'll take away the very heart of me

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• Time: 1 – 3 hours

• Format: Classroom

lecture

• Outcome: Introduces

concepts

• Prep: None

• Post Support: None

• Time: 4 – 16 hours over

1 – 2 days

• Format: Classroom with labs

• Outcome: Introduces principles, theory, and

basic skills

• Prep: None

• Post Support: None

• Time: 10 – 30+ hours

over 4 – 6 weeks

• Format: Mentor facilitated practicum

• Output: Practical application delivering

work-related outcomes

• Prep: Interviews and Gemba walk

• Post Support: Mentoring

and coaching

OVERVIEW

TRAINING

SKILLS-BASED

TRAINING

PRACTICUM

TRAINING

LEAN / AGILE TRAINING FRAMEWORK

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SCENARIO #1

• My team needs to be able to visualize our work.

No one seems to know what we are doing.

• We are not Agile, but we want to work more

effectively. We can’t seem to focus and finish.

• We all work in close proximity to one another.

I want to manage

work visually

Kanban Overview

Kanban Practicum

Story Writing

Practicum

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SCENARIO #2

• I want to establish an Agile team. We need to be

practically functional within a month.

• Yes, we are doing software development.

• The team is geographically dispersed.

I want to setup an

Agile team

Agile Overview

Kanban Practicum

Story Writing

Practicum

Standups 101

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SCENARIO #3

• I am not a project manager, but I manage people.

We need to find ways to work more effectively,

eliminating waste from our daily operations.

• First, I want to focus on internal efficiencies and

then, if we need to, we can work with interfacing

teams to improve overall efficiencies.

I want my team to

continuously improve

Retrospectives Overview

Retrospectives Practicum

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OUTCOMES

• Enabled five non-project teams to make their work visible using Kanban – includes our machine engineering team

• Refreshed and extended story writing skills for two project teams

• Energizing LEAN and Agile practices across the organization

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