This deck showcases how the future can look for organisations as they attempt to scale up agile and lean practices and principles across the entire organisation. Regardless if we have entered to do project/programme/portfolio work, once onsite I find it is a great way to introduce the wider organisation to the ideas that we use to deliver and how they can support all areas and activities in the organisation. Key concepts; - How traditional PMO and organisation are setup - Legacy mindset for are alive and still driving the majority of portfolio/organisation behaviours - Comparisons of traditional and agile/lean mindsets - Principles of agile/lean portfolio/organisation management - Organisational structure - Annual vs Incremental funding (Beyond Budgeting) - Limiting Work in Progress i.e. its only matters how many projects you finish, not start. - Managing and visualising capability - Coping with portfolio complexity through experimentation and validated learning - Removing the concept of projects and focusing on continuous delivery of value - Benefits of agile/lean portfolio/organisation management This deck was compiled using referenced materials and the support of David Joyce (@dpjoyce) and Ian Carroll (@caza_no7)

1. ThoughtWorks Local Office Day
Traditional vs Agile/Lean PMO

7. Dean Leffingwell
Many “impediments” rise to a ceiling that is beyond the control of the
teams. Sometimes the ceiling is represented by the PMO, a place
many agilists perceive to be “the mother ship of impediments.”
Indeed, if you mention the words project office or PMO among a
group of agilists in the trenches, reactions will vary, but probably only
from negative . . . to very negative.
It should come as no surprise that our agile teams, and programs, are
being held accountable to legacy waterfall practices for
governance, and traditional methods of project management.
They are based around legacy mindsets,
but that was all there was.

8. Legacy Mindsets
Widget engineering
“Draw it up, and build it like you drew it”
Order-taker mentality
“You build, what we tell you to build”
Maximize utilisation
“The more we start, the more we finish”
Control through milestones
“If we still can’t tell where we are we’ll just ask for more detailed data”
We can plan a full year of projects
“If we only planned in more detail, we could really get it right this year.”
Just get it done
“This is the plan ‘we’ agreed to; now execute it”

9. Project Planing
Organising for Work, Henry L. Gantt, Harcourt, Brace and Howe, 1919

10. People Utilisation
Organising for Work, Henry L. Gantt, Harcourt, Brace and Howe, 1919

16. Peter Drucker
“There is nothing so useless
as doing efficiently that which
should not be done at all.”
Focus on execution through agile
Should it be done? NOT Can it be done?

23. www.bbrt.org ›
Beyond-budgeting

28. Dave Snowdon – Cynefin Model
Programmes are complex adaptive
systems,

29. Programme and projects
How do be a Programme
manager – and why they
are awesome….
Little about delivering
value

30. From Projects to Continuous Delivery of Value
“Traditionally, based on a construction-like metaphor, a “project” gathered
some resources together, a set of requirements, a mission, start and end
dates, and a project manager.
The project then binds these things to together in a package that tends to
become fixed and immutable.
Once started, every project develops its own antibodies to change.
No one wants to be part of a canceled project; jobs may be on the line, even
if the result was a “successful early failure” of a new product or technology.
How does one innovate in that environment?”
Dean Leffingwell

32. From Continuous Delivery to
Continuous Validated Learning

33. Lean Startup – Eric Ries Plan, Do, Check, Act - Deming

34. How does experimentation apply to
everything we do

35. How Programme Wall Could be