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Directing agile change - governance of project management

Presentation given by Roger Garrini on 22 February 2017 for the Yorkshire and North Lincolnshire branch

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Directing agile change - governance of project management

  1. 1. Governance of Project Management 1 APM Governance SIG
  2. 2. 2 Agenda  APM Governance SIG  What is Governance of PM and why is it important?  Core Principles of Governance  Governance Structure & key roles  Behaviour  Case Studies  Get involved
  3. 3. APM Governance SIG 3
  4. 4. Governance SIG Objectives  Be the UK focus  Advance understanding  Contribute to good practice  Influence national and international standard making authorities  Influence those operationally responsible  Develop ambassadors and exemplars of excellence 4 ….in the governance of project management (change) Activities  Engagement – CxO level as well as APM members  Conferences and Seminars  Publications  Influence of, and contribution to, standards
  5. 5. Directing Change 2nd edition 2011 Update for 2017 5 Governance of Co- owned Projects 2017 Sponsoring Change Update for 2017 Free to APM members at GovSIG Publications Agile Governance 2016
  6. 6. Why is Good Governance important?  Key success factor for project outcomes  Competitive advantage for businesses  Provides for internal controls  Externally, it reassures stakeholders that their money is being invested well  Good governance is increasingly demanded by shareholders, government and regulators  To comply with external regulations and legislation (e.g. the UK Corporate Governance Code and Sarbanes-Oxley in the USA). 6 UK Code ….“comply or explain”
  7. 7. 7 “No such thing as failed projects, only failed governance” Andrew Bragg – Former CEO APM
  8. 8. Recent Research 8 “poor performance results in organisations wasting $109m in every $1bn invested in projects” “high performing organisations successfully complete 89% of their projects, while low performers complete only 36% successfully” “Fit-for-purpose governance strongly influences project and programme success” “higher performance is correlated with higher maturity”. “there is a highly visible disconnect between Executive Teams and Project Managers” “C-Suite are often missing in action”. Misalignment of ‘Run the business’ and ‘Change the business’ results in ‘wastage’ of resources “only 62% of programmes have an established or mature link between programme objectives and organisational strategy and only 50% of the respondents felt that the boundaries of their organisations portfolio were clearly defined and decision making well supported” “Just 42% of companies reported having high alignment of projects and organisational strategy” “Companies with high degrees of alignment have more successful projects (69%) compares with companies with low alignment (45%)” “80% of the projects with active sponsors reported a success rate of 75%, which is much higher than the average” “actively engaged sponsors is the top driver of project success” Sources: 2014 PMI Pulse Survey PwC 2104 Global Survey PwC 2012 Global Survey APM Factors for Project Success 2014 GovSIG Benchmarking “only 38% of programmes had established processes to identify benefits at the outset” “only 20% had robust benefits measurement processes in place during implementation” “lower value projects are more successful than large more complicated projects” “of the success factors, ‘delivery to time’ showed the least success” “62% of portfolios do not have benefits in the sponsor’s personal performance targets” “Only 57% of sponsors had received sponsor training”
  9. 9. Directing Change Principles - 1 9
  10. 10. Directing Change Principles - 2 10
  11. 11. Governance of Agile Working 11
  12. 12. Guidance to the Governance of Agile Project Management Directing Agile Change
  13. 13. Why we need a Guide for Governance of Agile Project Management Growingly popular topic in P3M Guide produced in response to requests Mythology about Agile scares the Board Help to explain the change in mind set needed
  14. 14. Who is it for?  All Those involved in governance of all change initiatives  Boards Organisation, Society, Programme and Project  Influencers of the Board E.g. assurers, portfolio managers  Sponsors  Stage gate reviewers  Programme and Project Managers
  15. 15. Iterative Delivery Collaborative Behaviour Decisions at the work face New measures of progress Agile - The Essential Difference It’s a different mindset
  16. 16.  Discipline is still required (business case, requirements, configuration, etc.)  A Fad? - No  Agile is not the only way  Not just for software  Agile only works for small projects  Need to adjust existing governance processes The Myths More listed in guide
  17. 17. Some Principles  This is the governance of PM  not how to do Agile  Waterfall vs Agile - how to decide  Directing Change is a valid basis for PM Governance  Incremental delivery  Collaboration  Just Enough Definition  Learn as you go
  18. 18. Key Roles and Techniques Key Roles (major transformation)  Business (Programme) Sponsor  Business Visionary (or Product owner)  Programme Manager  Technical Co-ordinator or Business Architect  Project Manager or Scrum Master  Business Change owner / lead  Agile Coach  Business Process Analysts Tools / Techniques  DSDM Atern  SCRUM  Lean  KanBan  MoSCow  Timeboxing
  19. 19. When to Consider Agile
  20. 20. Leadership not Direction New Behaviour is paramount to improve Organisational Culture Agile Training is essential Board, PM, Sponsor and team The team is driving and making decisions Thinking not management rote Some Hints and Tips
  21. 21. Behaviour & Culture Board Support strongly, stay back, set clear objectives Empower Project Sponsor / Product Owner Engage, embrace, enjoy (and dedicate time as part of team) Project Manager / Delivery Lead Delegate, collaborate, remove blockages Build and empower the team
  22. 22. The Lists in the Guide  Not a check list!! Comply or explain? To your own satisfaction, this is Guidance not a Recipe  Your choices matter As a Board As a Sponsor As Project Manager As an independent reviewer
  23. 23.  Paperback: 246x189mm, 2016 Publisher: APM Author: APM Governance Specific Interest Group ISBN 978-1-903494-60-8 Publication date: September 2016 Price: £15.00 Discount: 10% off for APM members APM members should contact Turpin Distribution on +44 (0)1767 604951 to receive their 10% discount  via APM Website Where to get it
  24. 24. Getting Involved 24
  25. 25. Getting Involved with GovSIG  APM GovSIG  Blogging  Research  Committee 25