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The Agile PMOHow the traditional project management office fits into the Agile landscape
Business Innovation
Strategy
BuildingSupport
480%3 year revenue growth
114%1 year revenue growth
+20%Net income
200+Software and quality assurance engineers
$500,000Typical project value
3,000 hoursTypical project effort
35+ yearsSoftware development experience
Typical project duration
7 months
5Development centers
(US and Eastern Europe)
A Brief History of Agile
1940’s• Toyota hires American W.
Edwards Deming
• He helps beginning development of the Toyota Production System (TPS)
• The start of “lean” thinking...
• …And the roots of agile
Araya, H., 2016. When was Agile “born”? [Online]. Available at https://www.linkedin.com/pulse/when-agile-born-heidi-araya-mba-cal-csp-pmp/
1940’s
Lockheed Skunk Works
• Designs and builds the XP-80, the first U.S. jet fighter, in 143 days
• Dedicated, cross-functional team
• Trial and error
• Parallel activities
• Frequent inspection
Araya, H., 2016. When was Agile “born”? [Online]. Available at https://www.linkedin.com/pulse/when-agile-born-heidi-araya-mba-cal-csp-pmp/
1940’s
The Manhattan Project
• Dedicated, cross-functional team
• Trial and error
• Parallel trials
Lenfle, S. & Loch, C., 2010, Lost Roots: How Project Management Came to Emphasize Control Over Flexibility and Novelty [Online]. Available at http://www.sylvainlenfle.com/images/Publications/Lost_Roots_R2_VF.pdf
1950’s
Araya, H., 2016. When was Agile “born”? [Online]. Available at https://www.linkedin.com/pulse/when-agile-born-heidi-araya-mba-cal-csp-pmp/
X-15
• Dedicated, cross-functional team
• Iterative development
1950’s
Araya, H., 2016. When was Agile “born”? [Online]. Available at https://www.linkedin.com/pulse/when-agile-born-heidi-araya-mba-cal-csp-pmp/Lenfle, S. & Loch, C., 2010, Lost Roots: How Project Management Came to Emphasize Control Over Flexibility and Novelty [Online]. Available at http://www.sylvainlenfle.com/images/Publications/Lost_Roots_R2_VF.pdf
Project Mercury
• Dedicated, cross-functional team
• Incremental software development
• Half-day iterations
• Test-driven development
1950’s
Lenfle, S. & Loch, C., 2010, Lost Roots: How Project Management Came to Emphasize Control Over Flexibility and Novelty [Online]. Available at http://www.sylvainlenfle.com/images/Publications/Lost_Roots_R2_VF.pdf
Atlas/Titan
• Separate, dedicated organization
• Cross-functional team
• Major overlap between research, development, construction
• Parallel work on both Atlas and its backup, Titan
Then something happened…
1960’s
https://commons.wikimedia.org/wiki/File:0811_PMI_logo.gifLenfle, S. & Loch, C., 2010, Lost Roots: How Project Management Came to Emphasize Control Over Flexibility and Novelty [Online]. Available at http://www.sylvainlenfle.com/images/Publications/Lost_Roots_R2_VF.pdf
Late 1970’s – Early 1980’s
Some bucked the waterfall trend…• Canon• Fuji-Xerox• Honda• IBM
• Dedicated, cross-functional team of 12 engineers• Converted warehouse in Boca Raton, FL• Developed the IBM PC in 13 months
https://en.wikipedia.org/wiki/Canon_AE-1#/media/File:Canon_AE-1_with_50mm_f1.8_S.C._II.jpg • https://en.wikipedia.org/wiki/IBM_Personal_Computer#/media/File:Ibm_pc_5150.jpgTakeuchi, H. & Nonaka, I., 1986. The New New Product Development Game. Harvard Business Review, January-February, pp. 137-146.
1986: What’s Old is New Again
“The traditional sequential or ‘relay race’ approach to product development…may conflict with the goals of maximum speed and flexibility.
Instead, a holistic or ‘rugby’ approach—where a team tries to go the distance as a unit, passing the ball back and forth—may better serve today’s competitive requirements.”
Hirotaka Takeuchi and Ikujiro NonakaThe New New Product Development GameHarvard Business Review, January-February 1986
1995: Scrum is Born
Schwaber, K., 1995. SCRUM Development Process. Business Object Design and Implementation: OOPSLA ’95 Workshop Proceedings, pp. 117-134.
Jeff Sutherland and Ken Schwaber
Agile Manifesto
We value Over
Following a Plan
Contract Negotiation
Comprehensive Documentation
Processes and Tools
Responding to Change
Customer Collaboration
Working Software
Individuals and Interactions
Beck, K. et al., 2001. Manifesto for Agile Software Development. [Online]. Available at: http://agilemanifesto.org/
Top 3 Agile Benefits
Ability to Manage Changing Priorities
Increased Team Productivity
Improved Project Visibility
VersionOne, 2017. 11th Annual State of Agile Report. [Online]. Available at: https://explore.versionone.com/state-of-agile/versionone-11th-annual-state-of-agile-report-2
Agile Processes
Scrum Scrum & XP Custom Hybrid Scrumban Kanban Other Iterative Don't Know Lean
68% Scrum or
Scrum/XP
Characteristics of Scrum
• Scrum is one of the agile processes, focused on delivering the highest business value in the shortest amount of time.
• The business sets the priorities and teams self-organize to decide the best way to deliver the highest-priority features.
• Progress is made in an iterative and incremental fashion via fixed-length production cycles—called “sprints”—of one week to one month.
• At the end of each sprint, the product is usable and the business can decide to release it as-is or continue enhancing it.
Which Projects Should be Agile?“Routine Execution” “Novel or Strategic Project”
Requirements Defined and given from above General vision and direction, but detailed goals not known and partially emergent
Activities Can be articulated and derived from experience Partially emergent
Capabilities Existent or identified Don’t necessarily exist, not necessarily understood
Uncertainty Variation and risks that can be anticipated Unforeseeable uncertainty: new variables, new effects, new actions, which could not be anticipated at the outset
Characteristics • Known markets and customer reactions• Known performance drivers of the developed
system• Known environmental parameters
• New markets and unknown customer reactions• New performance drivers of the developed system• Unknown technology• Complexity with unforeseeable interactions among drivers
and variables• New geographies with unforeseeable regulatory challenges• New stakeholders with emergent demands
Lenfle, S. & Loch, C., 2010, Lost Roots: How Project Management Came to Emphasize Control Over Flexibility and Novelty [Online]. Available at http://www.sylvainlenfle.com/images/Publications/Lost_Roots_R2_VF.pdf
AgileWaterfall
Technology
Certain
Re
qu
ire
me
nts
Simple
Complicated
Complex
ChaoticW
ell-
def
ined
Und
efin
ed
Uncertain
Noise Level
Agile
Agile is a good fit for complicated and complex projects• Emerging requirements• Uncertain technology
and methods
Schwaber, K. & Beedle, M., 2001. Agile Software Development With Scrum. Upper Saddle River, NJ: Prentice Hall PTR.
Waterfall is appropriate for simple projects• Well-defined requirements• Known technology and
methods
Waterfall
Product Backlog
Sprint Backlog
Sprint
1 Week to1 Month
Daily Scrum
24Hrs
Product Increment
Scrum
The Sprint
• Fixed duration production cycle• 1 week to a calendar month at most• All work is done during the sprint
• Design• Build• Test• Accept
Sprint Duration
• No change allowed during a sprint• Select the longest you can go without
changes• Sweet spot: 2 weeks
• Enough time to get momentum• Short enough to change direction
10 Things in Scrum
Roles
• Product Owner
• ScrumMaster
• Development Team
Ceremonies
• Sprint Planning
• Daily Scrum
• Sprint Review
• Retrospective
Artifacts
• Product Backlog
• Sprint Backlog
• Product Increment
It may appear to be a leap of faith
• Typical PM responsibilities are shared with Scrum teams
• PMs may wonder “How do I fit in?”• Scrum literature is quiet about
the role of the PMO
Two Outcomes
Negative Positive
Traditional PM Responsibilities Are Split
Traditional Project Manager
Product Owner
Business Goals
ScrumMaster
Facilitating the Process
Development Team
Determines How to Execute
PMO
PMO can make huge contributions
• People• Projects• Process
People
Develop Training Program
• PMO facilitates creation
• Select outside trainers
• Or deliver themselves
Provide Coaching
• Training is first step
• Needs follow-up with hands-on guidance
• PMO may not initially have skills, but can get trained
Select/Train Coaches
• Needs outstrip PMO as Scrum grows
• Develop internal coaches to help scale
• Coaches keep current job
• ~5 hours/week helping a team
Challenge Existing Behaviors
• Watch out for old habits creeping back in
• Remind teams of need for continuous improvement
Projects
Assist With Reporting
• Satisfy reporting requirements that can’t be abandoned
• Communicate status information about projects
• Example: Prepare weekly report
• Example: Facilitate weekly status meeting
Assist With Compliance
• ISO 9001, Sarbanes-Oxley, HIPAA, PCI, etc.
• Or organization-specific
• Help teams with awareness
• How to comply
• Central source of information
Manage Flow of New Projects
• Limit work flowing into teams
• Prevent overloading teams
• Help organization resist tendency to start projects too quickly
Help Establish and Collect Metrics
• Warning: Scrum teams are leery of “metrics programs”
• Determine how well teams are doing at delivering business value
• Measurements: team velocity, projected release timeframe, meeting projections
Process
Reduce Waste
• Avoid introducing extra “stuff” unless absolutely necessary
• Documents
• Meetings
• Approvals
• Help teams aggressively eliminate what’s not adding value
Communities of Practice
• Group of like-minded or like-skilled individuals
• Examples:
• Architects
• Front-end developers
• Product owners
• Supports
• Sharing of ideas
• Best practices
• PMO can help with formation and support
Consistency Across Teams
• PMO helps spread best practices among teams
• Caution: Avoid “mandates” dictated to teams
• Best result: All or most teams agree on practices
• Communicated via communities of practice and shared coaches
Provide/Maintain Tools
• Tool selection should be left up to individual teams
• But some universal tools make sense
• Example: JIRA
• PMO can help teams acquire tools and help configure them
Process (Continued)
Coordinate Teams
• PMO has cross-team view and can identify problems early
• Can raise a red flag if work of multiple teams begins to diverge or overlap
Model the use of Scrum
• Many PMOs adopt Scrum for their own internal management
• Plan sprints, conduct daily standups, etc.
Work With Other Groups
• Help teams coordinate with other groups such as HR and facilities
• Example: Explain why teams should be co-located
• Adjust performance reviews to eliminate questions that discourage teamwork
Renaming the PMO
• A new name may better match the revised role
• Examples• Scrum Center of Excellence• Scrum Competence Center• Scrum Office• Development Support• Product Center of Excellence• Agile Center of Excellence• Agile Project Office
Recommended Reading
Live Session for Your Teamhttp://www.ascendle.com/ocean-state-pmi
Ascendle.com/blog
Diana Getman
linkedin.com/in/dianagetman
Ascendle.com
Thank You!