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Agile Governance
 

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)

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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  • Very informative, liked it. Please send me the scoreboard (an excel spreadsheet) soft copy at dave.singh75@hotmail.com?

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Agile Governance Agile Governance Presentation Transcript

  • Pierre E. NEIS
    From Governance to Project Management: Scrum ?
  • Agenda
    Scope & Results: market expectations in terms of Governance
    Agile Management Framework
    Agile Governance: AgileEVM
    Indexes & References
    Pierre NEIS - 4th PM Congress
    2
  • Scope
    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 »
    The Report « Improving IT Governance. Manage, control and monitor IT within the Business », pWc 2008
    Pierre NEIS - 4th PM Congress
    3
  • 1 – Fedil-ICT / CRP HT
    Conclusions of the Fedil-ICT et Centre de Recherche Public Henri TUDOR Report
    Pierre NEIS - 4th PM Congress
    4
  • Conclusions of the Fedil-ICT et Centre de Recherche Public Henri TUDOR Report
    Result :
    • IT Governance should reflect the needs of business
    • The priority skills of the CIO are:
    • IT needs analysis
    • Arbitrate and select
    • Managing IT Security
    How?
    Pierre NEIS - 4th PM Congress
    5
  • Conclusions of the Fedil-ICT et Centre de Recherche Public Henri TUDOR Report
    Solution : «  Integration and Alignment  »
    • The business strategy and IT strategy are defined simultaneously
    • The CIO participates at the Executive Comittee
    • IT is the subject of a specific item in the agenda of the executive committee
    • Platforms enable communication and sharing between business and IT
    • Business requirements are formalized in business cases
    How?
    Pierre NEIS - 4th PM Congress
    6
  • Conclusions du Rapport Fedil-ICT et Centre de Recherche Public Henri TUDOR
    Solution: The Role of IT
    • IT projects are subjects to Project Management
    • Business is involved in IT projects
    • IT accompanying uses
    • The CIO set up a Quality Management
    • IT communicate
    • IT ensure the IT Security
    How?
    Pierre NEIS - 4th PM Congress
    7
  • Conclusions of the Fedil-ICT et Centre de Recherche Public Henri TUDOR Report
    Solution: Role and Competencies of the Chief Information Officer
    • CIO promotes Innovation
    • CIO trains himself
    • CIO gets informed
    How?
    Pierre NEIS - 4th PM Congress
    8
  • Conclusions of the Fedil-ICT et Centre de Recherche Public Henri TUDOR Report
    In 3 words:
    • Cooperation between Business and IT
    • IT Governance is a Project Management
    • The CIO is the Project Pilot
    Pierre NEIS - 4th PM Congress
    9
  • # 1 Result
    IT switches into Project
    Pierre NEIS - 4th PM Congress
    10
  • 2 –PricewaterhouseCoopers Report
    « Improving IT Governance. Manage, control and monitor IT within the Business », pWc 2008
    Pierre NEIS - 4th PM Congress
    11
  • The Report « Improving IT Governance. Manage, control and monitor IT within the Business », pWc 2008
    Gouvernance IT, a holisticframework!
    • More organizational Aspects : CobIT, CMMI, ITIL, ISO17799, ISO27001
    • Inefectiveness if no aligmentbetween IT Governance and IT Operations
    • Criticalfactors to control :
    • Technologyenablement
    • Communication & change management
    • Performance management & benefitstracking
    Pierre NEIS - 4th PM Congress
    12
  • The Report « Improving IT Governance. Manage, control and monitor IT within the Business », pWc 2008
    Expectedbenefits by adoptingthisapproach 
    Governance/
    Operationalignment
    communication & cooperation
    Increased agility and flexibility of IT
    Change Reaction
    Greater Value delivery
    Added Value
    Reduced risks & cost (…) through more responsible IT resource
    Team Building
    Pierre NEIS - 4th PM Congress
    13
  • The Report « Improving IT Governance. Manage, control and monitor IT within the Business », pWc 2008
    Expectedbenefits by adoptingthisapproach 
    Identify the organizational culture and conditions change
    Getting the support of Senior Management and Vision
    Set goals and achievable expectations
    Define a Benefits Management
    EvaluateMaturityLevel
    Pierre NEIS - 4th PM Congress
    14
  • The Report « Improving IT Governance. Manage, control and monitor IT within the Business », pWc 2008
    Expectedbenefits by adoptingthisapproach 
    Communication value as a Key Success Factor
    Quick wins to deliver results and to gain greater acceptance of project
    Linking IT Governance with Business Key Themes
    Don’t over-engineer IT Governance
    Pierre NEIS - 4th PM Congress
    15
  • # 2 Results
    Pierre NEIS - 4th PM Congress
    16
  • Agility?
    Pierre NEIS - 4th PM Congress
    17
  • Agile Management Framework
    Agile Manifesto
    Agile Concept
    Scrum
    Agile Management Framework
    Pierre NEIS - 4th PM Congress
    18
  • Agile Manifesto
    Pierre NEIS - 4th PM Congress
    More
    Prioritization
    Less
    19
  • Agile Manifesto
    objectives
    Employee Engagement
    Empowered, committed and happy employees
    The Magic Triangle
    Value Creation
    Maximize ROI and optimize cash flow
    Customer Satisfaction
    Serve the Customer
    Pierre NEIS - 4th PM Congress
    20
  • Scrum
    Pierre NEIS - 4th PM Congress
    21
  • The Scrum Concept
    + Product
    + Process
    Empowered
    Involved
    Just enough, Just in Time
    Doing the Right Thing the Right Way
    Doingwell (Product)
    Doingwell (Process)
    Pierre NEIS - 4th PM Congress
    22
  • Self directed Teams vs. Traditional Organization
    Source:
    "Leading self-directed work teams“
    by Kimball Fisher
    Pierre NEIS - 4th PM Congress
    SCRUM
    23
  • Scrum: Scrum Process
    Objectives:
    • Deliver a product per iteration
    • Quality is not negotiable
    • Velocity
    • Communication
    • Reactivity
    • Team Building
    Pierre NEIS - 4th PM Congress
    24
  • Agile Management Framework
    The Agile Project Managers are concerned with two key performance indicators :
    Backlog Size
    Velocity
    Product Backlog = list of project requirements
    Velocity = amount of backlog that the team can deliver in a Sprint / Iteration
    Backlog Size ÷ Velocity per Sprint/Iteration = Number of Sprints/Iterations to deliver the Project
    Pierre NEIS - 4th PM Congress
    25
  • Scrum Planning Onion
    Pierre NEIS - 4th PM Congress
    Concept
    CIO
    Chief Product Owner
    Vision
    Product Owner
    Added Value + Velocity
    Roadmap
    Team + ScrumMaster
    26
  • Scrum: the Artifacts
    Pierre NEIS - 4th PM Congress
    27
  • Agile Governance: AgileEVM
    Project Portfolio Management with AgileEVM
    Scrum: Metrics
    Key Earned Value Management (EVM) – Concepts
    AgileEVM Background
    Expand AgileEVM to Portfolio
    Pierre NEIS - 4th PM Congress
    Source:
    Brent BARTON
    28
  • Project Portfolio Management with AgileEVM
    Objectives:
    We want to mesure the Outcome not the Ouputs
    Business Value
    Process
    Prioritization to maximize Business Value
    Efficient shipping to minimize costs
    Redistribution of resources when costs are too high or profits too low.
    Pierre NEIS - 4th PM Congress
    29
  • Scrum: Metrics
    Pierre NEIS - 4th PM Congress
    30
  • Key Earned Value Management (EVM) Concepts
    Integrates Cost and Schedule Performance
    Financial forecasts based on actual cost :
    Consumed Costs, Consuming Rate, Time Allocation, etc.
    Unlike the velocity, the Actual Cost is the cumulative Team Costs
    Follow the ANSI standard (ANSI/EIA -748)
    Pierre NEIS - 4th PM Congress
    31
  • AgileEVM Background
    Release dates are based on average velocity (storypoints)= estimate at complete (euros)
    Assumption: the ratio(story points completed)/(total story points in a release) is a good mesure for Actual Percent Complete
    Pierre NEIS - 4th PM Congress
    32
  • Expand AgileEVM to Portfolio
    AgileEVM can coexist with EVM at Portfolio level – with caution
    Help to manage the delivery with integrating of the best of Agile, Scrum and EVM
    We can compare productivity without degrade velocity
    Pierre NEIS - 4th PM Congress
    33
  • AgileEVM: brief Analyze
    Pierre NEIS - 4th PM Congress
    34
  • Examples
    Pierre NEIS - 4th PM Congress
    Scoreboard
    Velocity
    Release Burndown
    SPI (schedule performance index) & CPI (cost performance index)
    35
  • Scoreboard
    Pierre NEIS - 4th PM Congress
    PI: Planned iteration
    IL: iteration length
    PRSP: initial Story Points
    BAC: budget as completed
    Average velocity from start
    Actual % completed
    Cumulative story points
    n/PI
    SPA: Story Points added
    This gives us the ability to give a complex burndown chart that shows scope growth and velocty
    BAC - cumEV
    n: iteration Number
    (BAC - cumEV)/cumCPI
    cumulative story point completed for n sprints
    SPC: Story Points completed
    36
  • Velocity
    Pierre NEIS - 4th PM Congress
    37
  • Release Burndown
    Pierre NEIS - 4th PM Congress
    38
  • SPI (schedule performance index) & CPI (cost performance index)
    Pierre NEIS - 4th PM Congress
    39
  • Governance Structures
    Sample Product Owner Team
    Complex Product Owner Hierarchy
    Pierre NEIS - 4th PM Congress
    40
  • work is decomposed from goals, and reported to track progress in reaching goals
    The wailing Wall
    Pierre NEIS - 4th PM Congress
    41
  • Indexes & References
    Organizational Structure: What is the role of Management?
    Scrum Reporting Relationship
    Companies using SCRUM
    Pierre NEIS - 4th PM Congress
    42
  • Organizational Structure: What is the role of Management?
    CIO, CTO,
    VP Engineering
    Product Line Manager
    Product Line Manager
    Product Line Manager
    Functional
    Manager
    Functional
    Manager
    Functional
    Manager
    Usability Engineering
    DBA
    Infrastructure
    Quality Assurance
    PMO
    Copyright 1996-2007, ADM, all rights reserved v8.0
    Pierre NEIS - 4th PM Congress
    43
  • Scrum Reporting Relationships
    Development
    Team
    Development
    Team
    Development
    Team
    Pierre NEIS - 4th PM Congress
    44
  • Companies using SCRUM
    Pierre NEIS - 4th PM Congress
    45
  • References
    http://www.methodsandtools.com/mt/download.php?fall09
    http://www.infoq.com/articles/agile-evm
    http://www.agile-lu.org/
    www.linkedin.com/groups?gid=1010877
    http://www.viadeo.com/hub/afficherubrique/?hubId=00228fpqzpnccn8v&forumId=002jx74kpan69fl
    https://www.xing.com/net/agilelux/
    https://www.xing.com/net/a-saar/
    Pierre NEIS - 4th PM Congress
    Other:
    • AgileEVM Adding Cost Control to the Agile Toolkit by Tamara Sulaiman
    • Project Portfolio Management with AgileEVM by Brent Barton
    46
  • Thank You
    Pierre NEIS - 4th PM Congress
    Pierre E. NEIS
    Certified Scrum Product Owner
    President of AIGLU
    Senior Management Consultant
    pneis@agilepartner.net
    www.linkedin.com/in/pierreneis
    47
  • 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.
    The Oak and the Reed (Translation by Eli Siegel)
    Jean de LA FONTAINE   (1621-1695)