Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

The Agile PMO مكتب إدارة المشاريع الرشيق

955 views

Published on

هذه المحاضرة تتحدث عن مكتب إدارة المشاريع الرشيق
The Agile PMO
قمت في هذه المحاضرة بتعريف الإدارة الرشيقة للمشاريع او ال
Agile
وعرفت أيضا مكتب إدارة المشاريع
PMO
ومن ثم شرحت معني مكتب إدارة المشاريع الرشيق
Agile PMO.

بعد ذلك شرحت الأسباب التي أدت لقيام مكتب إدارة المشاريع الرشيق
Agile PMO
والفوائد الناتجة من تطبيقه في المؤسسات.

ومن ثم تطرقت للطرق الأربعة التي يمكن أن يلجأ إليها مكتب إدارة المشاريع الرشيق
Agile PMO
وذلك لجلب الرشاقة او ال
Agility
للمؤسسة التي يعمل فيها ال
PMO.

Published in: Leadership & Management
  • Visit this site: tinyurl.com/sexinarea and find sex in your area for one night)) You can find me on this site too)
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here

The Agile PMO مكتب إدارة المشاريع الرشيق

  1. 1. ‫الرشيق‬ ‫المشاريع‬ ‫إدارة‬ ‫مكتب‬ The Agile PMO Abdelrahman Elsheikh Seedahmed , M.sc, PMOC,CBAP, PMP, RMP, ACP, PMI-SP, KPI-A, EVM,CPRE, MCITP, MCTS, OCP, OCA, ITIL v3, CTFL, ISO20000, ISO27002
  2. 2. Abdelrahman Elsheikh Bio  14 experience as Strategic PMO Director, Strategy Execution Consultant, PMO Consultant, Project Manager, Business Analyst and Software Engineer. • Master Degree in Software Engineering. • Project Management Office Certification (PMOC). • Certified Project Management Professional (PMP). • Agile Certified Practitioner (PMI-ACP). • Risk Management Professional (PMI-RMP). • Schedule Professional (PMI-SP). • Certified Business Analyst Professional (CBAP). • Microsoft Certified IT Professional (MCITP). • Key Performance Indicator Associate (KPI-A). • OCP and OCA. • Certified Professional for Requirement Engineer (CPRE). • Certified Tester Foundation Level (CTFL). • Earned Value Project Management (EVM). • ISO/IEC 20000 Foundation. • ISO/IEC 27002 Foundation. • Certified ITIL Foundation Level.
  3. 3. Agenda • Agile Definition • PMO Definition. • Agile PMO Definition. • Why Agile PMO? • Benefits of Agile PMO. • How Agile PMO Bringing Agility to Organizations?
  4. 4. Agenda • Agile Definition. • PMO Definition. • Agile PMO Definition. • Why Agile PMO? • Benefits of Agile PMO. • How Agile PMO Bringing Agility to Organizations?
  5. 5. Agile Definition • Able to move your body quickly and easily. • Able to think quickly and clearly.
  6. 6. Agile Definition • Agile project management allows you to produce smaller deliverables more frequently and efficiently, making it an excellent choice for teams that work in product development, programming, business analysis, researches and other collaborative areas.
  7. 7. Agenda • Agile Definition. • PMO Definition. • Agile PMO Definition. • Why Agile PMO? • Benefits of Agile PMO. • How Agile PMO Bringing Agility to Organizations?
  8. 8. PMO Definition • A management structure that standardizes the project- related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques
  9. 9. Agenda • Agile Definition. • PMO Definition. • Agile PMO Definition. • Why Agile PMO? • Benefits of Agile PMO. • How Agile PMO Bringing Agility to Organizations?
  10. 10. Agile PMO Definition • Bringing Agility to PMO. • The capability to quickly sense and adapt to external and internal changes to deliver relevant results in a productive and cost-effective manner.
  11. 11. Agenda • Agile Definition. • PMO Definition. • Agile PMO Definition. • Why Agile PMO? • Benefits of Agile PMO. • How Agile PMO Bringing Agility to Organizations?
  12. 12. Why Agile PMO? • Traditional PMOs suffer from many symptoms such as: – PMOs perceived as “Processes Police”. – Resources utilization. – Terrible projects delivery. – Selection and Prioritization of Projects.
  13. 13. Agenda • Agile Definition. • PMO Definition. • Agile PMO Definition. • Why Agile PMO? • Benefits of Agile PMO. • How Agile PMO Bringing Agility to Organizations?
  14. 14. Benefits of Agile PMO • Build, develop and set the organization’ environment to accelerate delivering business value.
  15. 15. Eat Your Dessert First — Early Value Delivery • The reason projects are undertaken is to generate business value, be it to produce a benefit or to improve a service. • If value is the reason for doing projects, then value-driven delivery is the focus of the project throughout the planning, execution, and control efforts.
  16. 16. Eat Your Dessert First — Early Value Delivery • Agile methods promote early value delivery. • This means the Agile PMO aims to help projects teams to deliver the highest value portions of the projects as soon as possible. • There are two key reasons for this approach:
  17. 17. Eat Your Dessert First — Early Value Delivery • First, life is short, weird stuff happens, and the longer a projects runs, the longer the horizon becomes for risks such as failure, reduced benefits, erosion of opportunities, and so on. • To maximize success, Agile PMO help to deliver as many high-value components of projects as soon as it can, before things change or go sideways.
  18. 18. Eat Your Dessert First — Early Value Delivery • The second major reason is that stakeholders satisfaction plays a huge role in projects success. • Tangible results raise stakeholders’ confidence, build rapport with them, and get them on board early, creating virtuous circles of support.
  19. 19. PMI Pulse of the Profession 2018
  20. 20. Agenda • Agile Definition. • PMO Definition. • Agile PMO Definition. • Why Agile PMO? • Benefits of Agile PMO. • How Agile PMO Bringing Agility to Organizations?
  21. 21. How Agile PMO Bringing Agility to Organizations? 1. Promote Agile Mindset, Lean Thinking and Leadership. 2. Agile Portfolio Management. 3. Introduce Agile tools and techniques in traditional (waterfall) projects and programs. 4. Knowledge worker projects.
  22. 22. How Agile PMO Bringing Agility to Organizations? 1. Promote Agile Mindset, Lean Thinking and Leadership . 2. Agile Portfolio Management. 3. Introduce Agile tools and techniques in traditional (waterfall) projects and programs. 4. Knowledge worker projects.
  23. 23. Promote Agile Mindset, Lean Thinking and Leadership
  24. 24. Agile Mindset
  25. 25. Agile Mindset
  26. 26. 7 Wastes of Lean
  27. 27. Wastes In Project Management
  28. 28. Leadership • Agile is more humanistic than mechanistic, as evidenced by the agile value of “Individuals and interactions over processes and tools.” • The concept of valuing people over processes goes beyond how we manage the work to be done on the project. • It also impacts how we organize and motivate our team members, and how we assume our role as leaders.
  29. 29. Leadership • Leadership is about tapping into peoples intrinsic motivations. • To be effective leaders, we need to discover why our people want to do things, understand what motivates them, and then align their project tasks and goals accordingly. • It is when we align project objectives with personal objectives that we get higher levels of productivity.
  30. 30. Management versus Leadership • Management has a more mechanical focus than leadership; it is concerned with tasks, control, and speed. • In contrast, leadership assumes a humanistic focus on people and purpose; it is more concerned with empowerment, effectiveness, and doing the right things.
  31. 31. Management versus Leadership • So does this mean that leadership is better than management? • Can we have just leadership without management? • No; we definitely need the mechanics of management in place.
  32. 32. Management versus Leadership • But to be truly effective, we then need to layer leadership on top of those mechanics. • We can best amplify team productivity through a combination of management and leadership.
  33. 33. Servant Leadership • Agile promotes a servant leadership model that recognizes that it is the team members, not the leader, coach, Scrum Master, or project manager, who get the technical work done and achieve the business value. • The servant leadership approach redefines the leader’s role in relation to the team.
  34. 34. Servant Leadership • The four core duties of Servant leader are: – Shield the team from interruptions. – Remove impediments to progress. – (Re) Communicante Project vision. – Carry food and water.
  35. 35. How Agile PMO Bringing Agility to Organizations? 1. Promote Agile Mindset, Lean Thinking and Leadership. 2. Agile Portfolio Management. 3. Introduce Agile tools and techniques in traditional (waterfall) projects and programs. 4. Knowledge worker projects.
  36. 36. Agile Portfolio Management • Portfolio development. • Portfolio tracking. • Resources Allocation and Utilization.
  37. 37. Portfolio Development
  38. 38. Portfolio Development • Using Agile Tools and Techniques in: – Initiatives Filtering (Selection). – Initiatives Prioritizations.
  39. 39. Portfolio Development
  40. 40. Initiatives Filtering (Selection)
  41. 41. Initiatives Prioritizations
  42. 42. Initiatives Prioritizations Business Goals & Strategic Objectives
  43. 43. Portfolio Development • Cancel or Postpone Projects. • Prioritize Projects by Business Value.
  44. 44. Portfolio tracking • Using Kanban Boards and WIP Limits.
  45. 45. Kanban Boards • Kanban boards can help deliver value on projects in a number of ways. • This name comes from the fact that the tools are simple (cards, charts, etc.) and easy for all team stakeholders to manipulate (move cards, reorder lists, etc.).
  46. 46. WIP Limits • Work In Progress (WIP) (sometimes known as Work in Process or even Work In Play) is the term given to work that has been started, but has not yet been completed.
  47. 47. WIP Limits • Excessive WIP is associated with a number of problems including: 1. WIP consumes investment capital and delivers no return on the investment until it is converted into an accepted product. 2. It represents money spent with no return, something we want to limit. 3. WIP hides bottlenecks in (Projects) processes that slow overall workflow (or throughput), and it masks efficiency issues. 4. WIP also represents risk in the form of potential rework, since there may still be changes to items until those items have been accepted. 5. If there is a large inventory of WIP, there may in turn be a lot of scrap or expensive rework if a change is required.
  48. 48. WIP Limits • Because of these problems, agile approaches generally aim to limit WIP.
  49. 49. WIP Limits – T&T • A common way to apply WIP limits on agile projects is to use Kanban boards that restrict the amount of work in a system and help ensure that WIP limits are not exceeded.
  50. 50. WIP Limits • Using tools such as Kanban boards with WIP limits may help to: – Identify and remove bottlenecks and, as a result, keep the process running efficiently with optimal WIP. – Reduce the risks of tied-up capital, rework, and waste on the projects.
  51. 51. WIP Limits • This may be done with the best intentions, such as to utilize everyone’s availability and to keep people busy working on the projects. • But the problem is that if we have a bottleneck in project A’ tasks or Project B’ tasks, for example, then other Projects may end up sitting for a while and work accumulates in the system. • When this occurs, it is difficult to identify where the bottleneck is because everyone appears to be busy.
  52. 52. WIP Limits • The following diagram illustrates a Kanban board with no WIP limit. • You can see that there is a lot of WIP, which means the Projects’ teams are busy.
  53. 53. WIP Limits • But you cannot see which Projects are idle and where the bottlenecks are that are contributing to a slow workflow. • We don’t want to run the system with next to no WIP for too long, since it slows throughput because everyone but the bottleneck is waiting for work. • But it is an effective method for identifying bottlenecks (or “constraints,” if we use Theory of Constraints terminology, which is the origin of this concept).
  54. 54. WIP Limits • The following diagram shows a Kanban board with a WIP limit that is set too low. • There is only one Project in progress, which means some Projects are idle and there is a slow workflow.
  55. 55. WIP Limits • It is very easy to identify which item is holding up the workflow. • Once the bottleneck item is identified, we can elevate the constraint and remove the bottleneck by making it more efficient. • With the first constraint removed, we can run the process again and see if there is another item that is causing a slow workflow, repeating the process until projects are sometimes idle, but projects’ tasks are being worked on most of the time and throughput is fast.
  56. 56. WIP Limits • The following diagram shows a Kanban board with an appropriate WIP limit for the PMO Projects.
  57. 57. WIP Limits • There is sufficient work occurring. • People are sometimes idle, or have some slack, but the bottlenecks are cleared and there is a fast workflow. • The aim of WIP limits is to optimize throughput of work, not to optimize resource utilization.
  58. 58. WIP Limits • We tend to think project members should be busy working all the time and anything else is laziness or inefficiency.
  59. 59. WIP Limits • Consider a highway: – When does it flow best—when it is fully utilized (busy), or with some slack (less busy)?
  60. 60. WIP Limits • Limiting WIP helps identify bottlenecks and maximize throughput on a projects, just like limiting the number of cars on a road helps traffic flow faster.
  61. 61. WIP Limits • John Little’s Law, which is shown in the following diagram, is related to WIP. • It states that how long we are going to have to wait for benefits (the cycle time) is proportional to how much WIP we have (the queue size). • In other words, we can predict completion times based on the size of the WIP queue.
  62. 62. Portfolio tracking Business Goals & Strategic Objectives Production
  63. 63. Resources Allocation and Utilization
  64. 64. Traditional PMO • Execute Many projects at the same time. • Distribute Resources between multiple projects. • Stress Maximum resource utilization. • ROI delivered only after Projects are finished.
  65. 65. Resources Multitasking • The root cause of multitasking is that many organizations don't have a clear view of their enterprise capacity. • The focus here is on tracking capacity at the resource level and attempting to maximize resource assignment to projects based on hours.
  66. 66. Resources Multitasking
  67. 67. Resources Multitasking • Many of PMOs and resource managers believe that too many splitting someone (such as Mohammed or Abubakr in the example above) across several different priorities somehow adds up to 100%.
  68. 68. Resources Multitasking • They don't understand the impact on the enterprise with such cross-project allocation and shuffling. • In most cases, this “push” to maximize resource utilization results in the completion of less valuable work.
  69. 69. Resources Multitasking • In his book “Quality Software Management: Systems Thinking” Gerald Weinberg proposed a rule of thumb to calculate the waste caused by project switching:
  70. 70. Agile PMO • Dedicate resources to each project. • Ensure each project has all resources needed to complete the project. • Stress maximum project throughput. • ROI delivered incrementally after each project release.
  71. 71. Establish Stable Cross-Functional Teams • This may seem like an impossible task at first, but it will be worth the effort. • Begin by keeping your existing cross-functional project teams together. • This means you shouldn't break them up at the completion of their project; instead, let them pull the next-highest-priority Project from the enterprise backlog on which they are qualified to work.
  72. 72. Establish Stable Cross-Functional Teams • The team may need some tweaking of roles based on the new Project (perhaps even the addition of a new business SME or analyst with a specialty in that area). • When you're ready to take a stab at designing stable enterprise teams, schedule a couple of days for this activity, prepare a structured agenda, and invite the right people from both management and the functional team to contribute.
  73. 73. How Agile PMO Bringing Agility to Organizations? 1. Promote Agile Mindset, Lean Thinking and Leadership. 2. Agile Portfolio Management. 3. Introduce Agile tools and techniques in traditional (waterfall) projects and programs. 4. Knowledge worker projects.
  74. 74. Introduce Agile tools and techniques in traditional (waterfall) projects and programs • The idea is about using agile tools and techniques in traditional (waterfall) projects and programs.
  75. 75. Scrum Tools and Techniques in Project Management
  76. 76. Scrum Tools and Techniques in Project Management
  77. 77. Scrum Tools and Techniques in Program Management
  78. 78. Scrum Tools and Techniques in Program Management
  79. 79. How Agile PMO Bringing Agility to Organizations? 1. Promote Agile Mindset, Lean Thinking and Leadership. 2. Agile Portfolio Management. 3. Introduce Agile tools and techniques in traditional (waterfall) projects and programs. 4. Knowledge worker projects.
  80. 80. Knowledge Worker Projects • These are projects with subject matter expertise who communicate their knowledge and take part in analysis and/or development efforts. • Some projects, especially knowledge worker projects occurring in fast-moving or time-constrained environments, call for an agile approach.
  81. 81. Knowledge Worker Projects • The communication and collaboration required for knowledge worker projects are often more uncertain and less defined than in industrial work. • As people applied industrial work techniques to knowledge worker projects, frustration and project failures increased.
  82. 82. Knowledge worker projects
  83. 83. How Agile PMO Bringing Agility to Organizations? 1. Promote Agile Mindset, Lean Thinking and Leadership. 2. Agile Portfolio Management. 3. Introduce Agile tools and techniques in traditional (waterfall) projects and programs. 4. Knowledge worker projects.
  84. 84. Agenda • Agile Definition. • PMO Definition. • Agile PMO Definition. • Why Agile PMO? • Benefits of Agile PMO. • How Agile PMO Bringing Agility to Organizations?
  85. 85. https://www.facebook.com/abdelrahmansida/ https://www.youtube.com/c/abdelrahmanelsheikh https://www.linkedin.com/in/abdelrahmanelsheikh/ https://twitter.com/AbdelrahmanSida https://www.slideshare.net/abdelrahmanelsheikh1

×