The Agile PMO - practical value driven change leadership in projects and portfolios
Conclusive research findings show that approximately %50 of PMOs are disbanded in two years. Yet, we repeat the same mistakes in our PMO implementations – wasting money, resources and most important – wasting time. In this presentation we focus on the value driven PMO as an integrator, enabler, differentiator, and change agent in business, development and the organization in general.
We analyze the essential model for PMO value enablement which answers:
• What is the strategic role of the value driven PMO in business;
• How to ensure effective streamlined delivery;
• How to effectively select and prioritize opportunities;
• How to manage resource allocation.
Key take away – a PMO must deliver value to the organization constantly. Value isn’t templates, tools and processes rather it is the ability to finish the right projects faster!
THE COUNTRY WHO SOLVED THE WORLD_HOW CHINA LAUNCHED THE CIVILIZATION REVOLUTI...
PMI Portland Michael Nir The Agile PMO
1. The Agile PMO
Value-driven
Agile Project Management
Office
PMI Portland Chapter,
19th January 2016
Michael Nir
President Sapir Consulting US
The Agile PMO – great results NOW
2. Michael Nir
• President @ Sapir Consulting US LLC
• M.Sc. Engineering, PMP®, SAFe™ accredited
• Author of 11 bestseller business books
• Global clients - telecoms, hi-tech, software
development, R&D environments and petrochemical
& infrastructure
• Integrating the hard and soft parts of Business,
Development and more
m.nir@sapir-cs.com
The Agile PMO – great results NOW
3. Are we on the same page?
The Agile PMO – great results NOW
THIS HAPPENED 14 YEARS AGO
4. We’ll discuss Agile thinking and the PMO
• It is all about value – and no, documents don’t
provide it;
• A Lean method for selection and prioritization;
• PMO focus on strategic resources, Agile provides
the local empirical leadership;
• PMO perception – leading the change;
The Agile PMO – great results NOW
6. Do you Realize Value from your PMO?
• How many of you manage a PMO or have a PMO
in the organization
• Have you seen failures?
• What are the challenges?
• Yes we have a PMO in the organization and…
TRICKY QUESTIONS
The Agile PMO – great results NOW
7. Truly – PMOs don’t Deliver
RESEARCH
Gartner 2012
ESI 2013
The Agile PMO – great results NOW
8. Truly – PMOs don’t Deliver -2
STATE OF PMOs 2015
The Agile PMO – great results NOW
>> The PMO Challenge: 72 percent of respondents
claimed the PMO had been challenged by senior
management. The top two were
• lack of perceived value (44%);
• lack of project/program maturity in the
organization (41%)
10. How did we get here?
The Agile PMO – great results NOW
An organizational structure that
standardizes the project-related
governance processes and facilitates the
sharing of resources, methodologies,
tools and techniques
PMBOK 5th edition
11. How did we get here?
THE STORY OF PETE
The Agile PMO – great results NOW
12. The PMO Evolution
Build me a
PMO worthy
of Maine-
tech!
Yes
Master
THE STORY OF PETE
The Agile PMO – great results NOW
13. The First Steps…
What to do?
Maybe some
research?
Analysis of Current
state?
Interviews?
I know…
THE STORY OF PETE
The Agile PMO – great results NOW
14. I need a
Home
The Gap Analysis – Stakeholders
Worthy PMO
Strategic
Alignment
No Tools
No Tools
Training
Training
No Tools No Process
LEAD EXPECTATIONS
The Agile PMO – great results NOW
15. The Gap Analysis – Executives
Worthy PMO
Strategic
Alignment
I need Reports!
Better Control!
A methodology
NOW
LEAD EXPECTATIONS
The Agile PMO – great results NOW
16. PMOs Lose Focus – Waste Money
I need a
Staff
Pay me
a Lot!
I can
help
Maybe
Select
Tools
Training
Need
Assessment?
Support
the PMs
New
Reports
and
Templates
PMBOK?
PLC
The Agile PMO – great results NOW
17. Discuss with the person next
What
Would
You Do?
The Agile PMO – great results NOW
18. The Typical next steps
PMO FAILURES
• The tactical PMO
• The process PMO
• The chocking PMO
• The tools PMO
50%
The Agile PMO – great results NOW
19. Escaping from Process Alcatraz
PROCESS PMO
• ‘The bureaucracy is
expanding to meet the
needs of the expanding
bureaucracy’ (O. Wilde.)The Agile PMO – great results NOW
20. Focusing on Tools not on Value
TOOLS TOOLS TOOLS
Starting with
tools -
Eternalizes
the wrong
WOW
The Agile PMO – great results NOW
22. Ditch the non-value version
The Agile PMO – great results NOW
An organizational structure that
standardizes the project-related
governance processes and facilitates the
sharing of resources, methodologies,
tools and techniques
PMBOK 5th edition
23. The Agile PMO – embrace value
The Agile PMO – great results NOW
A centralized portfolio management
entity that enables faster delivery of
products.
24. HOW?
Agile PMO Value Enablement
The Agile PMO – great results NOW
The Agile
PMO
Selection and prioritization
Chose the valuable projects
Resource allocation
Control/limit the mix
Effective, streamlined
delivery
reduce waste
Agile Leadership
25. The Agile PMO – great results NOW
The Agile
PMO
Selection and prioritization
Chose the valuable projects
Resource allocation
Control/limit the mix
Effective, streamlined
delivery
reduce waste
Agile Leadership
Agile PMO Value Enablement
27. Waste in Project Management
Manufacturing Project Management
Transport Redundant or unnecessary interfaces
Inventory Missing features or gold-plated features
Motion Task switching
Waiting Waiting time
Over Production Sloppy requirements
Over Processing Project bureaucracy
Defects 2nd or more iterations and revisions
28. Team exercise – option 1
Project Management Example from my organization
Redundant or unnecessary
interfaces
Missing features or gold-
plated features
Task switching
Waiting time
Sloppy requirements
Project bureaucracy
2nd or more iterations and
revisions
The Agile PMO - De
29. Reduce Waste – Process and Project
The Agile PMO – great results NOW
30. PMO is best
positioned to
remove waste of
project and process
The Agile PMO – great results NOW
33. How Much???
The Agile PMO – great results NOW
Adding Value by Doing Less
The 25/25 Rule: Achieving More by
Doing Less
Boaz Ronen Tel Aviv University Faculty of Management
Thomas G . Lechler Stevens Institute of Technology
Edward A . Stohr Stevens Institute
of Technology
Agile
PMO
34. Application: Kanban the Waterfall
BEST PRACTICE EXPERIENCE
• Cancel projects
• Prioritize projects
• Limit projects in queue
• Limit projects in process
The Agile PMO – great results NOW
37. The Agile PMO – great results NOW
The Agile
PMO
Selection and prioritization
Chose the valuable projects
Resource allocation
Control/limit the mix
effective, streamlined
delivery
reduce waste
Agile Leadership
Agile PMO Value Enablement
42. If I stopped now…
The Agile PMO – great results NOW
43. The Agile PMO – great results NOW
The Agile
PMO
Selection and prioritization
Chose the valuable projects
Resource allocation
Control/limit the mix
effective, streamlined
delivery
reduce waste
Agile Leadership
Agile PMO Value Enablement
44. Traditional PMO -
Top down – MRP,
computer aided,
global solution
Scope constrained
Local – Heuristics, Lean
process JIT, Kanban.
Time and budget
constrained
Two Prime Approaches: Global and
Local to semi-optimize
The Agile PMO – great results NOW
49. The Agile PMO – great results NOW
The Agile
PMO
Selection and prioritization
Chose the valuable projects
Resource allocation
Control/limit the mix
effective, streamlined
delivery
reduce waste
Agile Leadership
Agile PMO Value Enablement
50. It’s not the same language
Estimate:
• Team: we were wrong…it’s a learning
process…let’s retro
• Management: #$@!^%
The Agile PMO – great results NOW
51. It’s not the same language
Deadline:
• Management: our clients are looking for…
• Team: this is not part of the Agile Manifesto or
Scrum handbook, Software is difficult to predict
The Agile PMO – great results NOW
52. It’s not the same language
Commitment:
• Executive: You said it will be delivered in two
weeks
• Team: I’ve committed to commit I didn’t commit
to deliver
The Agile PMO – great results NOW
53. Agile leadership and the shoe
continuum
The Agile PMO – great results NOW
Extreme
Agile
Business
Portfolio
Let’s investigate further
54. Extreme Agile – the zealot
The Agile PMO – great results NOW
Extreme
Agile
Business
Portfolio
55. The Scrum Master
The Agile PMO – great results NOW
Extreme
Agile
Business
Portfolio
56. Product owner or coach
The Agile PMO – great results NOW
Extreme
Agile
Business
Portfolio
57. Agile in the cold
The Agile PMO – great results NOW
Extreme
Agile
Business
Portfolio
60. Agile leadership and the shoe
continuum
The Agile PMO – great results NOW
Extreme
Agile
Business
Portfolio
61. No common ground
The Agile PMO – great results NOW
Extreme
Agile
Business
Portfolio
62. Talk and agree
The Agile PMO – great results NOW
Extreme
Agile
Business
Portfolio
63. Can we really talk?
If management is like…..
The Agile PMO – great results NOW
64. Agile Leadership
Is primarily about:
• Creating understanding
• Getting them to talk
The Agile PMO – great results NOW
65. Team exercise
Review the Manifesto and 12 principles:
List leadership behaviors that an Agile PMO
should assume, in order to operate in an Agile
environment.
Identify the change required within the
organization to support the Agile PMO.
The Agile PMO - De
67. We’re not the Bad Guys HUG
AGILE PMO - A PARADIGM SHIFT
http://www.pmhut.com/agile-pmo-a-new-hope
• Perhaps the MOST difficult transformation required by the PMO!
• From emphasis on management to leadership
68. The Agile PMO – great results NOW
The Agile
PMO
Selection and prioritization
Chose the valuable projects
Resource allocation
Control/limit the mix
effective, streamlined
delivery
reduce waste
Agile Leadership
Agile PMO Value Enablement
69. Traditional PMO
The Agile PMO – great results NOW
An organizational structure that
standardizes the project-related
governance processes and facilitates the
sharing of resources, methodologies,
tools and techniques
PMBOK 5th edition
71. The Agile PMO
The Agile PMO – great results NOW
A centralized portfolio
management entity that enables
faster delivery of products.
72. Your message…
• Moving forward: Compose a paragraph that summarizes your
message to yourself and your organization – how can an Agile PMO
contribute to….
• Based on what you’ve learnt, what are one or two actions you wish
to implement in your organization.
The Agile PMO - De
73. Can we change?
Actually we must…
• Organization innovation is delivered through
projects
• Our competitors are figuring out how to deliver
faster and faster and yet faster
The Agile PMO – great results NOW
74. The Agile PMO – great results NOW
Faster and faster and yet faster
75. We must CHANGE!
PMO need to re-
focus on Value
The Agile PMO – great results NOW
76. This just in:
Problem we want to solve by this training:
we have noticed that senior stakeholders in
our organization are sometimes hard to
convince in a need and value of proper
project/program governance and overall role
of PMO in delivering business value.
The Agile PMO – great results NOW
77. How to Inspire the Change?
• KPI – document reduction
• KPI – project cancel
• KPI – faster delivery
• KPI – selection Kanban
• KPI – project satisfaction
• KPI – impediment removal
The Agile PMO – great results NOW
78. Thank You
Increase your Return
from Projects!
The Agile PMO – great results NOW
Coming Next :
http://sapir-cs.com/michael-nir/