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The Kanban PMO: How to improve an existing PMO using Kanban and AgilePM

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Traditional PMOs are considered the motherships of project management disasters. Over the past 2 decades, DSDM has proven to be a rigorous Agile method allowing companies to deliver projects successfully in an Agile manner. However, we still need to find ways to address the most common challenges encountered by most organisations trying to adopt Agile ways:

- Coordinate the deliverables and needs of multiple Agile teams;
- Create an environment of effective collaboration and communication across the organisational boundaries;
- Expand Agility beyond the traditional IT space; and,
- Balance the demand and capabilities of organisations to produce improved business flow.

Few companies truly treat themselves as a network of interdependent components that work together to try to accomplish a common goal. Does your PMO follow a systemic approach? How do you maintain the continuity and flow of the system? The challenge is to maximise the desirable Agile benefits from ‘Individuals (Teams) and Interactions’ to multiple teams and ever-larger systems, without losing our Lean temperament. In this presentation, the authors will present how Lean Thinking and Kanban can be used in conjunction with the DSDM lifecycle to successfully create an improved PMO focused on re-architecting the Business Flow and Balance of Demand.

Published in: Leadership & Management
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The Kanban PMO: How to improve an existing PMO using Kanban and AgilePM

  1. 1. KANBAN WELCOME TO PMO
  2. 2. SO
  3. 3. DELIVER BUSINESS WE TRUE CAN VALUE ?FASTER*
  4. 4. ISSUES MATURINGWHY DO COMPANIES PRODUCTIVITY FACE ? WITH QUALITY MORALETIME-TO-MARKET &
  5. 5. MISS PRODUCTWHY DO DEVELOPMENT ECONOMIC PROJECTS ? THEIR OBJECTIVES
  6. 6. DECREASECANWE WASTEFUL TASKS 98%? 2050
  7. 7. TAKEAWAYS WECAN OFFER ANY KEY ?
  8. 8. Lazaro Wolf
 @lazarowolf Jose Casal
 @jose_casal ACTINIUM.IO
  9. 9. READY
  10. 10. GO
  11. 11. PUSH PULLORGANISATIONS VS Push Pull
  12. 12. ‣ In Push Organisations: ‣ Decision making in isolation ‣ Lack of visibility and transparency ‣ Unclear expectations and goals ‣ Lack of economic prioritisation of projects and misalignment with strategic goals ‣ Lack of Empowerment and Enablement of Employees to meet Expectations PUSH PULLORGANISATIONS VS
  13. 13. ‣ In Pull Organisations: ‣ Teams self-organise based on Capacity and Capability ‣ Equal contributors to the Problem-Solving process ‣ Maintain their Commitment ‣ Create engaging environment w/ passion and excitement ‣ Predictability ‣ Probabilistic Planning & Forecasting ‣ Smooth journey from concept to cash PUSH PULLORGANISATIONS VS
  14. 14. DSDMLIFECYCLE PROCESS Deployment Feasibility Delivery Foundations Pre-Project Post-Project
  15. 15. PROCESSMAPPING Deployment Feasibility Delivery FoundationsPre-Project Post-Project Pre-Project Feasibility Foundation Post-ProjectDelivery Deploy
  16. 16. Pre-Project Feasibility Foundation Post-ProjectDelivery Deploy KANBANPMO
  17. 17. Pre-Project Feasibility Foundation Post-ProjectDelivery Deploy KANBANPMO
  18. 18. VISUALISATION ‣ Merits in managing your Portfolio: ‣ Identify which projects are blocked ‣ Raise awareness of the bottlenecks ‣ Align projects with teams ‣ Highlight the current workload ‣ Resolve interdependencies ‣ Prioritise projects based on economic drivers ‣ Visualise the stage of each project in the portfolio ‣ Classify projects by their nature using colour aids
  19. 19. Pre-Project Feasibility Foundation Post-ProjectDelivery Deploy 33∞ 4 12- 2 6- KANBANPMO
  20. 20. WORKLOAD CAPACITYVS ‣ Set WIP Limits: ‣ Balance the demand for more work with the capacity to deliver quality products ‣ WIP Limits create a coordination mechanism ‣ Enable a pull-based system ‣ Sustainable teams working in a productive and predictable environment ‣ WIP Limits signal availability & expose issues ‣ Focus on flow and not on utilisation
  21. 21. “ “Avoid futility of endless busyness, make time to renew, find time gaps to reflect, take advantage of slack to respond to change. – Stephen Covey
  22. 22. Pre-Project Feasibility Foundation Post-ProjectDelivery Deploy 33∞ 4 12- 2 6- EXPEDITE KANBANPMO
  23. 23. FLOWMANAGEMENT ‣ Prioritisation made on economic value (e.g. Cost of Delay, Real Options) ‣ Identify and manage different types of projects (e.g. S/M/L or Internal/External) ‣ Understand your system (Cumulative Flow Diagrams, Lead Time Distributions) ‣ Manage your portfolio with valuable data ‣ Accurate Probabilistic Forecasting of Project Completion
  24. 24. EXPEDITEPROJECTS ‣ Expediting provides a means to respond ‣ Swarming on the project ‣ ACT! ‣ Expedite Projects cause Business Critical Impact
  25. 25. Pre-Project Feasibility Foundation Post-ProjectDelivery Deploy 33∞ 4 12- 2 6- EXPEDITE KANBANPMO
  26. 26. PROJECTSWIMLANES ‣ Focus on completing projects ‣ Avoid project multi-tasking ‣ Coordinate multi-project deployments ‣ Visualise and Manage Team Workloads
  27. 27. Pre-Project Feasibility Foundation Post-Project Delivery Deploy 3 3 ∞ 4 12- 2 6- EXPEDITE DevelopmentBacklog KANBANPMO Project Summary
  28. 28. Pre-Project Feasibility Foundation Post-Project Delivery Deploy 3 3 ∞ 4 12- 2 6- EXPEDITE DevelopmentBacklog KANBANPMO Project Summary To-Do Doing Done To-Do Doing Done To-Do Doing Done
  29. 29. NESTEDBOARDS ‣ Detailed work at team level board ‣ Interfaces well with Scrum Teams. ‣ Tickets in this board form the Sprint Goals or the Sprint Backlog Stories ‣ PSI from Scrum Teams contribute towards Deploy phase ‣ Regularly prioritised backlog based on business value
  30. 30. Pre-Project Feasibility Foundation Post-Project Delivery Deploy 3 3 ∞ 4 12- 2 6- EXPEDITE DevelopmentBacklog KANBANPMO Project Summary To-Do Doing Done To-Do Doing Done EXPLICIT
 POLICIES EXPLICIT
 POLICIES EXPLICIT
 POLICIES EXPLICIT
 POLICIES EXPLICIT
 POLICIES
  31. 31. POLICIESEXPLICIT ‣ Definition of Done for each stage aligned to the products ‣ Eg.: a policy for moving between Feasibility and Foundations would be to have completed the following products: ‣ Outline Business Case ‣ Risk Assessment ‣ Outline Solution ‣ Feasibility Prototype (opt.) ‣ Outline Plan ‣ Project Approach Questionnaire
  32. 32. FEEDBACKLOOPS Iteration Reviews Timebox Reviews Timebox Retrospectives Project Reviews Project Retrospectives Monthly Operational Reviews Replenishment Workshops Portfolio Forecasting Sessions Benefit Realisation Reviews
  33. 33. THANKS

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