Agile Governance

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Presenting AgileEVM as a response to the basic needs of Governance at the 4th Project Management Congress in Luxemburg (October 22th 2009)

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  • - Done List Creation Exercise
  • Agile Governance

    1. 1. Pierre E. NEIS<br />From Governance to Project Management: Scrum ?<br />
    2. 2. Agenda<br />Scope & Results: market expectations in terms of Governance<br />Agile Management Framework<br />Agile Governance: AgileEVM<br />Indexes & References<br />Pierre NEIS - 4th PM Congress<br />2<br />
    3. 3. Scope<br />06.2009 : Fedil-ICT and Centre de Recherche Public Henri Tudor Report « Gouvernance IT et rôle du CIO dans les entreprises luxembourgeoises : Etat des lieux et bonnes pratiques »<br />The Report « Improving IT Governance. Manage, control and monitor IT within the Business », pWc 2008<br />Pierre NEIS - 4th PM Congress<br />3<br />
    4. 4. 1 – Fedil-ICT / CRP HT<br />Conclusions of the Fedil-ICT et Centre de Recherche Public Henri TUDOR Report<br />Pierre NEIS - 4th PM Congress<br />4<br />
    5. 5. Conclusions of the Fedil-ICT et Centre de Recherche Public Henri TUDOR Report<br />Result :<br /><ul><li>IT Governance should reflect the needs of business
    6. 6. The priority skills of the CIO are:
    7. 7. IT needs analysis
    8. 8. Arbitrate and select
    9. 9. Managing IT Security</li></ul>How?<br />Pierre NEIS - 4th PM Congress<br />5<br />
    10. 10. Conclusions of the Fedil-ICT et Centre de Recherche Public Henri TUDOR Report<br />Solution : «  Integration and Alignment  »<br /><ul><li>The business strategy and IT strategy are defined simultaneously
    11. 11. The CIO participates at the Executive Comittee
    12. 12. IT is the subject of a specific item in the agenda of the executive committee
    13. 13. Platforms enable communication and sharing between business and IT
    14. 14. Business requirements are formalized in business cases</li></ul>How?<br />Pierre NEIS - 4th PM Congress<br />6<br />
    15. 15. Conclusions du Rapport Fedil-ICT et Centre de Recherche Public Henri TUDOR<br />Solution: The Role of IT<br /><ul><li> IT projects are subjects to Project Management
    16. 16. Business is involved in IT projects
    17. 17. IT accompanying uses
    18. 18. The CIO set up a Quality Management
    19. 19. IT communicate
    20. 20. IT ensure the IT Security</li></ul>How?<br />Pierre NEIS - 4th PM Congress<br />7<br />
    21. 21. Conclusions of the Fedil-ICT et Centre de Recherche Public Henri TUDOR Report<br />Solution: Role and Competencies of the Chief Information Officer<br /><ul><li> CIO promotes Innovation
    22. 22. CIO trains himself
    23. 23. CIO gets informed</li></ul>How?<br />Pierre NEIS - 4th PM Congress<br />8<br />
    24. 24. Conclusions of the Fedil-ICT et Centre de Recherche Public Henri TUDOR Report<br />In 3 words:<br /><ul><li> Cooperation between Business and IT
    25. 25. IT Governance is a Project Management
    26. 26. The CIO is the Project Pilot</li></ul>Pierre NEIS - 4th PM Congress<br />9<br />
    27. 27. # 1 Result<br />IT switches into Project<br />Pierre NEIS - 4th PM Congress<br />10<br />
    28. 28. 2 –PricewaterhouseCoopers Report<br />« Improving IT Governance. Manage, control and monitor IT within the Business », pWc 2008<br />Pierre NEIS - 4th PM Congress<br />11<br />
    29. 29. The Report « Improving IT Governance. Manage, control and monitor IT within the Business », pWc 2008<br />Gouvernance IT, a holisticframework!<br /><ul><li> More organizational Aspects : CobIT, CMMI, ITIL, ISO17799, ISO27001
    30. 30. Inefectiveness if no aligmentbetween IT Governance and IT Operations
    31. 31. Criticalfactors to control :
    32. 32. Technologyenablement
    33. 33. Communication & change management
    34. 34. Performance management & benefitstracking</li></ul>Pierre NEIS - 4th PM Congress<br />12<br />
    35. 35. The Report « Improving IT Governance. Manage, control and monitor IT within the Business », pWc 2008<br />Expectedbenefits by adoptingthisapproach <br />Governance/<br />Operationalignment<br />communication & cooperation<br />Increased agility and flexibility of IT<br />Change Reaction<br />Greater Value delivery<br />Added Value<br />Reduced risks & cost (…) through more responsible IT resource<br />Team Building<br />Pierre NEIS - 4th PM Congress<br />13<br />
    36. 36. The Report « Improving IT Governance. Manage, control and monitor IT within the Business », pWc 2008<br />Expectedbenefits by adoptingthisapproach <br />Identify the organizational culture and conditions change<br />Getting the support of Senior Management and Vision<br />Set goals and achievable expectations<br />Define a Benefits Management<br />EvaluateMaturityLevel<br />Pierre NEIS - 4th PM Congress<br />14<br />
    37. 37. The Report « Improving IT Governance. Manage, control and monitor IT within the Business », pWc 2008<br />Expectedbenefits by adoptingthisapproach <br />Communication value as a Key Success Factor<br />Quick wins to deliver results and to gain greater acceptance of project<br />Linking IT Governance with Business Key Themes<br />Don’t over-engineer IT Governance<br />Pierre NEIS - 4th PM Congress<br />15<br />
    38. 38. # 2 Results<br />Pierre NEIS - 4th PM Congress<br />16<br />
    39. 39. Agility?<br />Pierre NEIS - 4th PM Congress<br />17<br />
    40. 40. Agile Management Framework<br />Agile Manifesto<br />Agile Concept<br />Scrum<br />Agile Management Framework<br />Pierre NEIS - 4th PM Congress<br />18<br />
    41. 41. Agile Manifesto<br />Pierre NEIS - 4th PM Congress<br />More<br />Prioritization<br />Less<br />19<br />
    42. 42. Agile Manifesto<br />objectives<br />Employee Engagement<br />Empowered, committed and happy employees<br />The Magic Triangle<br />Value Creation<br />Maximize ROI and optimize cash flow<br />Customer Satisfaction<br />Serve the Customer<br />Pierre NEIS - 4th PM Congress<br />20<br />
    43. 43. Scrum<br />Pierre NEIS - 4th PM Congress<br />21<br />
    44. 44. The Scrum Concept<br />+ Product<br />+ Process<br />Empowered<br />Involved<br />Just enough, Just in Time<br />Doing the Right Thing the Right Way<br />Doingwell (Product)<br />Doingwell (Process)<br />Pierre NEIS - 4th PM Congress<br />22<br />
    45. 45. Self directed Teams vs. Traditional Organization<br />Source: <br />&quot;Leading self-directed work teams“<br /> by Kimball Fisher<br />Pierre NEIS - 4th PM Congress<br />SCRUM<br />23<br />
    46. 46. Scrum: Scrum Process<br />Objectives:<br /><ul><li> Deliver a product per iteration
    47. 47. Quality is not negotiable
    48. 48. Velocity
    49. 49. Communication
    50. 50. Reactivity
    51. 51. Team Building</li></ul>Pierre NEIS - 4th PM Congress<br />24<br />
    52. 52. Agile Management Framework<br />The Agile Project Managers are concerned with two key performance indicators :<br />Backlog Size<br />Velocity<br />Product Backlog = list of project requirements<br />Velocity = amount of backlog that the team can deliver in a Sprint / Iteration<br />Backlog Size ÷ Velocity per Sprint/Iteration = Number of Sprints/Iterations to deliver the Project<br />Pierre NEIS - 4th PM Congress<br />25<br />
    53. 53. Scrum Planning Onion<br />Pierre NEIS - 4th PM Congress<br />Concept<br />CIO<br />Chief Product Owner<br />Vision<br />Product Owner<br />Added Value + Velocity<br />Roadmap<br />Team + ScrumMaster<br />26<br />
    54. 54. Scrum: the Artifacts<br />Pierre NEIS - 4th PM Congress<br />27<br />
    55. 55. Agile Governance: AgileEVM<br />Project Portfolio Management with AgileEVM<br />Scrum: Metrics<br />Key Earned Value Management (EVM) – Concepts<br />AgileEVM Background<br />Expand AgileEVM to Portfolio<br />Pierre NEIS - 4th PM Congress<br />Source:<br />Brent BARTON<br />28<br />
    56. 56. Project Portfolio Management with AgileEVM<br />Objectives:<br />We want to mesure the Outcome not the Ouputs<br />Business Value<br />Process<br />Prioritization to maximize Business Value<br />Efficient shipping to minimize costs<br />Redistribution of resources when costs are too high or profits too low.<br />Pierre NEIS - 4th PM Congress<br />29<br />
    57. 57. Scrum: Metrics<br />Pierre NEIS - 4th PM Congress<br />30<br />
    58. 58. Key Earned Value Management (EVM) Concepts<br />Integrates Cost and Schedule Performance<br />Financial forecasts based on actual cost :<br />Consumed Costs, Consuming Rate, Time Allocation, etc.<br />Unlike the velocity, the Actual Cost is the cumulative Team Costs <br />Follow the ANSI standard (ANSI/EIA -748)<br />Pierre NEIS - 4th PM Congress<br />31<br />
    59. 59. AgileEVM Background<br />Release dates are based on average velocity (storypoints)= estimate at complete (euros)<br />Assumption: the ratio(story points completed)/(total story points in a release) is a good mesure for Actual Percent Complete<br />Pierre NEIS - 4th PM Congress<br />32<br />
    60. 60. Expand AgileEVM to Portfolio<br />AgileEVM can coexist with EVM at Portfolio level – with caution<br />Help to manage the delivery with integrating of the best of Agile, Scrum and EVM<br />We can compare productivity without degrade velocity<br />Pierre NEIS - 4th PM Congress<br />33<br />
    61. 61. AgileEVM: brief Analyze<br />Pierre NEIS - 4th PM Congress<br />34<br />
    62. 62. Examples<br />Pierre NEIS - 4th PM Congress<br />Scoreboard<br />Velocity<br />Release Burndown<br />SPI (schedule performance index) & CPI (cost performance index)<br />35<br />
    63. 63. Scoreboard<br />Pierre NEIS - 4th PM Congress<br />PI: Planned iteration<br />IL: iteration length<br />PRSP: initial Story Points<br />BAC: budget as completed<br />Average velocity from start<br />Actual % completed<br />Cumulative story points<br />n/PI<br />SPA: Story Points added<br />This gives us the ability to give a complex burndown chart that shows scope growth and velocty<br />BAC - cumEV<br />n: iteration Number<br />(BAC - cumEV)/cumCPI<br />cumulative story point completed for n sprints<br />SPC: Story Points completed<br />36<br />
    64. 64. Velocity<br />Pierre NEIS - 4th PM Congress<br />37<br />
    65. 65. Release Burndown<br />Pierre NEIS - 4th PM Congress<br />38<br />
    66. 66. SPI (schedule performance index) & CPI (cost performance index)<br />Pierre NEIS - 4th PM Congress<br />39<br />
    67. 67. Governance Structures<br />Sample Product Owner Team<br />Complex Product Owner Hierarchy<br />Pierre NEIS - 4th PM Congress<br />40<br />
    68. 68. work is decomposed from goals, and reported to track progress in reaching goals<br />The wailing Wall<br />Pierre NEIS - 4th PM Congress<br />41<br />
    69. 69. Indexes & References<br />Organizational Structure: What is the role of Management?<br />Scrum Reporting Relationship<br />Companies using SCRUM<br />Pierre NEIS - 4th PM Congress<br />42<br />
    70. 70. Organizational Structure: What is the role of Management?<br />CIO, CTO,<br /> VP Engineering<br />Product Line Manager<br />Product Line Manager<br />Product Line Manager<br />Functional<br />Manager<br />Functional<br />Manager<br />Functional<br />Manager<br />Usability Engineering<br />DBA<br />Infrastructure<br />Quality Assurance<br />PMO<br />Copyright 1996-2007, ADM, all rights reserved v8.0<br />Pierre NEIS - 4th PM Congress<br />43<br />
    71. 71. Scrum Reporting Relationships<br />Development<br />Team<br />Development<br />Team<br />Development<br />Team<br />Pierre NEIS - 4th PM Congress<br />44<br />
    72. 72. Companies using SCRUM<br />Pierre NEIS - 4th PM Congress<br />45<br />
    73. 73. References<br />http://www.methodsandtools.com/mt/download.php?fall09<br />http://www.infoq.com/articles/agile-evm<br />http://www.agile-lu.org/<br />www.linkedin.com/groups?gid=1010877<br />http://www.viadeo.com/hub/afficherubrique/?hubId=00228fpqzpnccn8v&forumId=002jx74kpan69fl<br />https://www.xing.com/net/agilelux/<br />https://www.xing.com/net/a-saar/<br />Pierre NEIS - 4th PM Congress<br />Other: <br /><ul><li>AgileEVM Adding Cost Control to the Agile Toolkit by Tamara Sulaiman
    74. 74. Project Portfolio Management with AgileEVM by Brent Barton </li></ul>46<br />
    75. 75. Thank You<br />Pierre NEIS - 4th PM Congress<br />Pierre E. NEIS<br />Certified Scrum Product Owner<br />President of AIGLU<br />Senior Management Consultant<br />pneis@agilepartner.net<br />www.linkedin.com/in/pierreneis<br />47<br />
    76. 76. The oak one day says to the reed:—You have a good right to blame the nature of things: A wren for you is a heavy thing to bear. The slightest wind which is likely To wrinkle the face of the water Compels you to bow your head—While my brow, like Mount Caucasus, Not satisfied with catching the rays of the sun, Resists the effort of the tempest. All for you is north wind, all seems to me soft breeze. Still, if you had been born in the protection of the foliage The surrounding of which I cover, I would defend you from the storm. But you come to be most often On the wet edges of the kingdoms of the wind. Nature seems to me quite unjust to you. —Your compassion, answered the shrub, Arises from a kind nature; but leave off this care. The winds are less fearful to me than to you. I bend and do not break. You have until now Against their frightening blows Stood up without bending your back; But look out for what can be. —As the reed said these words, From the edge of the horizon furiously comes to them The most terrible of the progeny Which the North has till then contained within it. The tree holds up well; the reed bends. The wind doubles its trying; And does so well that it uproots That, the head of which was neighbor to the sky, And the feet of which touched the empire of the dead.<br />The Oak and the Reed (Translation by Eli Siegel)<br />Jean de LA FONTAINE   (1621-1695)<br />

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