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Lietuvos paštas. Agile PMO generic

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Agile PMO in a Public Company.

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Lietuvos paštas. Agile PMO generic

  1. 1. AGILE PMO IN A PUBLIC COMPANY OOPS, WE DID IT Aleksej Kovaliov
  2. 2. www.linkedin.com/in/aleksejkovaliov 2 © WHITECOM Project Experience
  3. 3. Agenda • Lithuanian Post PMO organization • N Projects : M Products + Agile • Agile Public Procurement • Q&A 3 © WHITECOM Project Experience
  4. 4. PMO ORGANIZATION 4 © WHITECOM Project Experience
  5. 5. Agile PMO Framework 5 © WHITECOM Project Experience Systems backlogs Release plans Strategy Business cases Stage gating Business planning selection Concept Phase Selection Filter Planning & Execution of Approved Projects Change requests, Ideas, Initiatives TIMELINE Projects portfolio Projects plans Release 1 Release 2 Release 1 Release 2 Release 1 Release 2 PMOIT Stage Gate 1 Stage Gate 2 IT System 1 IT System 2 IT System 3
  6. 6. LP PMO in numbers • 12 projects • 1 program (3 projects) • 42M Eur portfolio budget • 30+ IT systems • 7 PMO Project Managers • 6 IT Product Owners 6 © WHITECOM Project Experience
  7. 7. Organization 7 © WHITECOM Project Experience Role Organizational Units Level PMO Dedicated department (not IT) C-1 Stage Gate 1 Mid-management, Cross-functional C-2 Stage Gate 2 Top management, Cross-functional C, C-1 IT Product Owners IT Department C-4 System Teams IT Department, Subcontractors C-4 Project Teams Cross-functional Various
  8. 8. Tools 8 © WHITECOM Project Experience Purpose Tool Change requests IT Service Desk tool Soon – Document Management System on MS SharePoint Stage Gating & Rating MS Excel Soon – Document Management System on MS SharePoint Project Portfolio MS Project Server Project Plan MS Project Server, MS Project IT systems Roadmap MS PowerPoint IT systems Backlogs MS Team Foundation Server
  9. 9. Project Example • Mobile Postman • Public visibility • Political sensitivity • 12 Public Tenders • 4 IT Systems – 2 Totally New – Multiple Integrations – GDPR • 1600 users & devices • 25+ business process changes 9 © WHITECOM Project Experience
  10. 10. N PROJECTS : M PRODUCTS + AGILE 10 © WHITECOM Project Experience
  11. 11. IT Products Teams 11 © WHITECOM Project Experience • Dedicated IT Product Owner for each category • Dedicated Backlog per System • System Team – IT Product Owner – Analysts – Support, Operations • Proxy POs for modules • Hidden IT Supply Chain IT Fin Services eChannels Data Analytics Corporate Tools ERP Logistics POS & Last Mile
  12. 12. Internal IT Product Management 12 © WHITECOM Project Experience IT Fin Services eChannels Data Analytics Corporate Tools ERP Logistics POS & Last Mile PMO Admin Business Line 2 Business Line 1 • Outer Circle – Business Development – Business Operations – Projects Management • Inner Circle – IT Products Development – “Single Windows”
  13. 13. Change Management Flow1 13 © WHITECOM Project Experience Change Request IT Product Owner Release 1 Release 2 IT Product Backlog Single System? <= 8h? Quota 24h/month? Stage Gate 1 Is it IT? Suggest workaround Or Convince it’s bad idea Accept small useful change requests without committees
  14. 14. Change Management Flow2 14 © WHITECOM Project Experience Stage Gate 1 Change Request • Brief • Justification • Impact Initiator Defense Approved for Preliminary Analysis Discussing, Filtering Assessing Business Ambassador IT Product Owner1 Preliminary Analysis • Budget • Impact • Calendar IT Product Owner2 Preliminary Analysis Team
  15. 15. Change Management Flow3 15 © WHITECOM Project Experience Stage Gate 1 Preliminary Analysis: • Budget • Impact • Calendar Stage Gate 2 Approval • Rating • Budget • Timeline • Team Assessing Justifying Budgeting Initiator Defense Approved for Preliminary Analysis Discussing, Filtering Assessing Approved for Execution, Procurement, Resource Allocation PMO Rating
  16. 16. PMO Rating1 16 © WHITECOM Project Experience RATING POINTS SIZING IT DEVELOPMENT (H) PROCESSES (#) BUDGET (EUR) PROCUREMENTS (#) 8-40 41-200 200+ ≤4 5-10 10+ <30k 30-300k 300k+ ≤1 1-3 3+ COMPLEXITY ITCHANGES 1 IS 1 2 3 1 IS + integration 2 4 6 N IS 3 6 9 PROCESSES 1 department 1 2 3 2 departments 2 4 6 N departments 3 6 9 BUDGET Int. 1 2 3 Ext. 2 4 6 Int. + Ext. 3 6 9 PROCURE MENT Survey 1 2 3 Negotiation 2 4 6 International 3 6 9
  17. 17. PMO Rating2 17 © WHITECOM Project Experience Rating points Change type Approve Manage Control 4 IT Development Stage Gate 1 IT Product Owner IT Department 5 – 12 Initiative Stage Gate 1 Business Owner PMO 13 – 35 Project Stage Gate 1 Stage Gate 2 PMO PM PMO 36 Program Stage Gate 1 Stage Gate 2 Board PMO PM PMO + External audit
  18. 18. PROJ.PLANS & BACKLOGS1 18 © WHITECOM Project Experience PMO Project Example: New tariffs and discounts Economics Study POS Go To Market WBS New Processes eChannels ERP Accounting ERP Product Catalog
  19. 19. PROJ.PLANS & BACKLOGS2 19 © WHITECOM Project Experience PMO Project Example: New tariffs and discounts GANTTCHART Economics Study POS Go To Market New Processes eChannels ERP Accounting ERP Product Catalog
  20. 20. PROJ.PLANS & BACKLOGS3 20 © WHITECOM Project Experience PMO Project Example: New tariffs and discounts POS & Last Mile Economics Study POS Go To Market Release 1 Release 2 PMOIT eChannels: Self ServiceERP To-Be Processes & Guides eChannels ERP Accounting ERP Product Catalog Release 3 Release 1 Release 2 Release 3 Release 1 Release 2
  21. 21. BACKLOGS1 • Unified Agile Backlogs format for all systems • Predefined Calendar Iterations. 2 weeks to 1 month • PMO Plans updated based on Calendar Iterations • Iterations filled in according to Team Dev Capacity • Kanban / Scrum Tasks Boards used based on Team’s choice • Grooming every 2-3 weeks • Transparency. Backlog URLs shared across stakeholders 21 © WHITECOM Project Experience
  22. 22. BACKLOGS2 22 © WHITECOM Project Experience Epic • Feature groups for different Business Owners • Different sub-systems. E.g. Reporting, DWH, Cubes, Mining Feature • Small and Medium Change Orders (with ref#) • Sequential Stages or Processes of PMO Projects (with project prefix) Item • Scenario, User Story, part of some Feature • Generic work items. E.g. dev environment setup, optimizations Bug • Incidents reported to IT Service Desk (with ref#) • Self discovered defects of “Done” items Backlog hierarchy supported by MS TFS
  23. 23. TEAM CAPACITY Great Secret of Reliable Commitments: Team Size x Personal Perf Rate x Duration – Planned Time Off – 20% for Meetings – 10-30% for Support Buffer = Effort Available for Development 23 © WHITECOM Project Experience
  24. 24. Summary 24 © WHITECOM Project Experience Organization • N Projects : M IT Products • PMO Project Teams • IT Product Teams Project Delivery: • Outer: Traditional • Inner: Agile • Careful Stage Gating • Mapping by PMO IT Fin Services eChannels Data Analytics Corporate Tools ERP Logistics POS & Last Mile PMO Admin Business Line 2 Business Line 1
  25. 25. AGILE PUBLIC PROCUREMENT 25 © WHITECOM Project Experience
  26. 26. Agilization of Public Sector @ LT • Before 2014: Agile-Under-Cover – https://www.slideshare.net/akovaliov/a- kovaliovproduktodarbusarasoplanavimasvalstybiniamprojektui120603015110phpapp01 • 2014: Agile is recommended for Government IT Projects – http://valstybe.agile.lt/valstybes-informaciniu-sistemu-gyvavimo-ciklo-metodika/ • 2017: Agile templates based on LT Post experience – http://valstybe.agile.lt/pirkimo-sutarties-pavyzdys/ • 2018: Further educating via – IT Association – Newly created Government CIO Office – Public Procurement Authority 26 © WHITECOM Project Experience http://www.agile.lt/
  27. 27. Procurement Object Definition 27 © WHITECOM Project Experience Procurement Object Pricing Payment terms Solution implementation and deployment. Solution defined in business processes and usage scenarios Fixed price for main scope Payments after each release Development and consulting hours buffer Total price of X hours Payments on demand, based on work orders. Buffer may be consumed both after the final release or in parallel Support Total price for X months Monthly payments Starts after 1st release to production
  28. 28. Staged Delivery Plan 28 © WHITECOM Project Experience Stage Duration Payments Working SW Kick off 1-2 weeks % of fixed price - Exploration / Detailed analysis Up to 1 month - - Release 1 2 - 3 months % of fixed price Trial usage with business users Release 2 2 - 3 months % of fixed price [+ work orders] Trial usage with business users GO LIVE Release 3 2 - 3 months % of fixed price [+ work orders] [+ monthly support] Trial usage with business users Production usage ... ... ... ... Release X 1 - 2 months % of fixed price [+ work orders] [+ monthly support] Production usage Closure 1 – 2 weeks % of fixed price [+ monthly support] Production usage
  29. 29. LESSONS LEARNED 29 © WHITECOM Project Experience
  30. 30. BENEFITS • LIMITED WIP – BETTER LIFE – Filtered inquires due to Stage gating – Clear trade offs for urgent changes – Delivery on commitments more and more often • PAPERLESS TRANSPARENCY – Visualized and prioritized – Shared links vs status reports • FITS TO IT REALITY – X : Y : Z complexity – Development and Support – All sizes of development orders 30 © WHITECOM Project Experience
  31. 31. IMPLICATIONS • BREAKING THE COMFORT ZONES – More discipline for the Business Units – Learning to say and accept NO as an answer – Learning to be transparent – Temporary higher personnel turnover • FEELING LOST SOMETIMES – Temporary performance downgrades, misunderstanding, mistakes – Inventing the wheel – Zombie projects – the ones started under old rules • MULTIPLE TOOLS – No single tool for whole PMO stack yet – Manual sync generates mistakes from time to time 31 © WHITECOM Project Experience
  32. 32. 32 Thank you!

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