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Governance of agile m samphire

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Presentation at the SWWE branch seminar 27th September 2017

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Governance of agile m samphire

  1. 1. Governance of Agile Project Management 27 September 2017
  2. 2. Martin Samphire Owner and MD – 3pmxl Ltd Fellow APM Member IoD Chairman of APM Governance SIG Sectors – Central Civil Government, Health, Police, Defence, Rail, Energy, Financial Services, Construction, Oil & Gas, Outsourcing, Water msamphire@3pmxl.com 3pmxl Governance of Agile P3
  3. 3. Directing Change Update for 2018 Governance of Co- owned Projects 2017 Sponsoring Change Update for 2018 Free to APM members at www.apm.org.uk/memberdownloads GovSIG Publications Agile Governance 2016
  4. 4. 4 Agenda  What is governance and why it is important  Core principles of good governance  Challenges to governance of Agile Initiatives  Example project / case study  Discussion
  5. 5. 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) UK Code ….“comply or explain”
  6. 6. What does governance entail? 6 Owners Organisational Governance BAU / Operations - Function - Process - People Other stakeholders Market Context and Environment Governance of Projects Projects Temporary organisation Permanent organisation Organisational Governance of Project Management Independent Assurance Policy and Process (checkpoints) Alignment, Review And Prioritisation Of Project Portfolio Culture Of Good Governance Development & Maintenance of Capability Reporting and Actions to control Formal Delegation of Authority through key roles Programmes
  7. 7. Key Governance Roles 7 Board Sub-committee Board Shareholders and Stakeholders Sponsor Sponsor Sponsor Sponsor Programme / Project Managers Programme / Project Managers Programme / Project Managers Programme / Project Manager Supported by Project Boards / Steering Committees Strategy Delivery Independent Reviewer(s) Business Change Manager(s) PMO
  8. 8. Directing Change Principles - 1 Ref Principle (enterprise wide) Accountable E1 Differentiates between projects / change and bau Board E2 Board overall responsible for governance Board E3 Alignment between projects and business strategy Board E4 Regular Board review of enterprise portfolio Board E5 Projects are formally started and closed Board E6 Roles for projects and change clearly defined Board E7 Named, and accountable, Sponsor Board E8 Authorisation bodies – appropriate competence, etc. Board E9 Disciplined governance, ethics, cultures, policies, structured methods and controls applied to all Board E10 Culture of improvement, frank and fast disclosure Board E11 Independent assurance Board E12 Business case – relevant data, measure for Sponsor Board E13 Approved plan + authorisation points / gates Board E14 Defined reporting processes Board E15 Stakeholders engaged Board E16 Lessons learned, shared and embedded Board Extracted from draft Edition 3 of Directing Change
  9. 9. Governance of Agile P3M – a ‘state of mind’ 9
  10. 10. • Define target • ‘Take aim’ • Launch • Hope (target doesn’t move) • Vision • Start in broad direction • Learn/ adapt to conditions • Home in on target incrementally Traditional Project Management Agile Project Management Hybrid Governance approach needs to adapt
  11. 11. When to consider Agile Waterfall Agile / IncrementalHybrid • Time is of essence • Unclear final objectives • Unclear method to achieve objectives (e.g. culture change) • Research required • Need feedback from use of functionality to perfect product • Delivering into a dynamic environment • Dynamic business requirements • Close and intense teamworking with stakeholders possible • Team can derive their own process • Time is not crucial • Minimum cost is crucial • Objective clear and Method well proven (e.g. building a house) • Delivering into a static environment • Full and fixed business requirements (over time) • Full detail of solution needed before moving to next step (comprehensive documentation) • Team members are geographically and / or organisationally diverse • Requirement to follow a fixed process Project strategy decision
  12. 12. Challenges to the governance of Agile 12 Applying appropriate rules and behaviour is crucial
  13. 13. Governance View Traditional Factors Agile Tends to be top-down Leadership Tends to be bottom-up Centralised Control De-centralised Hierarchical Decision making Delegated and team based Learnings captured at end. Intolerance to mistakes Learning Continuous improvement and learning. Tolerance of mistakes Outputs at each stage Focus during project delivery Incremental delivery of Outcomes and prioritised Value / Benefits Some staff part time alongside other projects Resourcing Dedicated staff in close knit teams Directed Team operation Self-organising and collaborative. Rigorous Engagement Driven by standard business meeting timetable Business Control Driven by project need Scope and functionality tends to be fixed Objectives Time and / or cost are fixed Dealt within project deliverable - change control Major Changes to outputs Dealt with outside current release – Assumed to be predictable End Outcome Evolving – range of outcomes allowed Progress to T, C, Q Performance Delivery of prioritised benefits Guided by agreed TOR Strategic Guidance Focussed by the vision
  14. 14. Example Project - Situation New global approach to operations:  Consistent standards across the world – big global customer pressure  Increased quality, traceability and the same ways of working  Upskilling in a number of key areas  Standard information system / tool – new development Users rejected / poor adoption  Big bang approach  Didn’t recognise country working practices and roles  Impacted rewards and cross border trading  Sponsored by CIO  Lack of user engagement  Tool perceived as inferior to in-country systems 14
  15. 15. Example Project – Governance Solution  Moved the programme sponsorship to the global business head  Established ‘Business Architect /Owner’ role  Developed a new target operating model (TOM) to be adopted globally - gained agreement on cross border / intercompany issues  Board agreement to being a strategic priority programme  Incremental roll out of TOM (technology, people, process)  Established roles for delivery – country and release based  Time boxed delivery – by country and TOM release  New robust governance bodies  Country heads on Steering Board  Programme Delivery Board – business owner chaired  Engaged heavily with the business users - new behaviours at the core – collaboration  Comms and transparency - daily calls, ‘drum beat’ weekly reporting, rapid escalation of issues  Developed the tool with user engagement, incrementally  Successful roll out and on-going collaboration 15
  16. 16. Example Project – Governance Solution  Moved the programme sponsorship to the business head, from IT  Established ‘Business Owner’  Developed a new target operating model (TOM) to be adopted globally - gained agreement on cross border / intercompany issues  Board agreement to being a priority programme  Incremental roll out of TOM (technology, people, process)  Established roles for delivery – country and release based  Time boxed delivery – by country and TOM release  New robust governance bodies  Country heads on Steering Board  Programme Delivery Board – business owner chaired  Engaged heavily with the business users - put new behaviours at the core – collaboration  Comms and transparency - daily calls, ‘drum beat’ weekly reporting, rapid escalation of issues  Developed the tool with user engagement, incrementally  Successful roll out 16
  17. 17. Behaviour & Culture  Board Set the tone for good governance and collaboration Support strongly, stay back, set clear objectives Empower  Project Sponsor / Product Owner Vision and benefits Engage, embrace, enjoy (and dedicate time as part of team)  Project Manager / Delivery Lead Achievement of objectives not tasks Delegate, collaborate, remove blockages Build and empower the team
  18. 18. Directing Agile Change Free download for apm members from www.apm.org.uk

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