PMI PMO Symposium 2019 - How PMOs Can Enable Business and Organizational Agility
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Presentation from the 2019 PMI PMO Symposium.
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PMI PMO Symposium 2019 - How PMOs Can Enable Business and Organizational Agility
- 1. PMO SYMPOSIUM® 2019 HOW PMOS CAN ENABLE BUSINESS AND ORGANIZATIONAL AGILITY Joanna L. Vahlsing, PMP | PMO Symposium® 2019 3-6 NOVEMBER 2019
- 2. #PMOSym 2 @joannavahlsing DISCLAIMER The views and opinions expressed in the following PowerPoint slides are those of the individual presenter. These PowerPoint slides are protected under the copyright laws of the United States of America and other countries. Used by permission. All rights reserved. Project Management Institute and PMI are registered trademarks. All other trademarks are the property of their respective owners. The slides in this deck are for the use of registered attendees of PMO Symposium® 2019.
- 3. #PMOSym 3 @joannavahlsing Learning Objectives Gain insights on how to manage a PMO from a waterfall approach to one supporting and enabling business and organizational agility Explain why the PMO is not a one-size-fits-all model; Apply new project tactics, including #NoEstimates and #NoProjects movements. At the conclusion of this session, participants will be able to:
- 6. #PMOSym 6 @joannavahlsing What we’ll cover today: @joannavahlsing Aha moments and key takeaways from evolving a waterfall PMO to one supporting and enabling business agility New expectations for a PMO and why it's not a one-size fit all model Why a hybrid approach can be beneficial New project management tactics, including #NoEstimates and #NoProjects movements How the PMO can be a critical factor and enabler for agile adoption and organizational/enterprise support
- 7. #PMOSym 7 @joannavahlsing Getting into the details: 1 My Story 2 Mindset shifts 3 The role of the project manager 4 Project Planning 5 The role of Functional Management 6 Program and Portfolio Management 7 Budgeting and Capitalization in Agile All content can be found at www.PMODirectorsSeries.com
- 8. #PMOSym 8 @joannavahlsing My Story Flash back to 2013…
- 11. #PMOSym 11 @joannavahlsing “How do the roles change of the project team members?” “Am I going to get fired?” “How do I manage budgets for projects?” “How do I ensure projects meet legislative & compliance requirements?” “What does this mean to all my project processes?” “How do I fund agile projects?” “What happens to all my project managers?” “What’s the difference between an agile organization and a scrum organization?” “How do I track projects progress?” “How do I plan an agile project?”
- 12. #PMOSym 12 @joannavahlsing What fears did you/do you have about “becoming agile”?
- 13. #PMOSym 13 @joannavahlsing What fears did you/do you have about “becoming agile”?
- 15. #PMOSym 15 @joannavahlsing PMO Mindset Shifts Open to see things in new ways Project-based Approach Product-based Approach Building the thing right Building the right thing Performance measured on delivery to spec Performance measured on impact and outcome Budget Investment Features Goals and outcomes Manage individuals Manage teams Project Manager responsible Team is responsible Single full-scale deliverable Prototypes Command and Control Coach and Facilitate
- 16. #PMOSym 16 @joannavahlsing Project-based vs. Product-based Teams Temporary endeavor Team members assigned and re-assigned; constant competition for team member time Project goal is likely a feature and/or specific output Because there is not a sense of team ownership, the responsibility for leading the team falls on the Project Manager Typically more command and control Projects finishing ”on-time” is important because team members need to move to their next project. Because the feature/output was pre-determined, value is tested in production. Team members are assigned to the team for a long period of time (at least a quarter) and are dedicated to the team. Team is given ownership over a module, application and/or area. Team is giving a goal and/or outcome to achieve, usually with Key Performance Indicators (KPIs) Team is all the skill sets needed to deliver on their goal/outcome. Because the solution is not dictated, teams can iterate to learn what’s valuable to the market. Team leadership is usually shared amongst the Product Owner, Engineering Lead and UX Lead. Focus on Discovery and Delivery Project Based Teams: Product Based Teams:
- 17. #PMOSym 17 @joannavahlsing Project-based vs. Product-based Teams Temporary endeavor Team members assigned and re-assigned; constant competition for team member time Project goal is likely a feature and/or specific output Because there is not a sense of team ownership, the responsibility for leading the team falls on the Project Manager Typically more command and control Projects finishing ”on-time” is important because team members need to move to their next project. Because the feature/output was pre-determined, value is tested in production. Team members are assigned to the team for a long period of time (at least a quarter) and are dedicated to the team. Team is given ownership over a module, application and/or area. Team is giving a goal and/or outcome to achieve, usually with Key Performance Indicators (KPIs) Team is all the skill sets needed to deliver on their goal/outcome. Because the solution is not dictated, teams can iterate to learn what’s valuable to the market. Team leadership is usually shared amongst the Product Owner, Engineering Lead and UX Lead. Focus on Discovery and Delivery Product Based Teams: Product Based Teams: Does this mean we should never use Project-based teams? As a PMO leader/team member, it’s our role to know when to use which based on what the organization is looking to accomplish. No, there are pros and cons for each approach.
- 18. #PMOSym 18 @joannavahlsing - Harry S. Truman It’s amazing what you can accomplish if you do not care you gets the credit @joannavahlsing #PMOSym
- 19. #PMOSym 19 @joannavahlsing What is in a name - Scrum Manager, Delivery Manager, Project Manager Servant Leadership vs Command and Control Roles and Responsibilities Choosing the right people Red flags The Project Manager’s Role
- 20. #PMOSym 20 @joannavahlsing Project Planning in an Agile world Type 1 – Work is prioritized and released as it’s completed #NoEstimates Type 2 – Work is delivered in small chunks which the team completes in a certain timebox Team reviews stories and assigns estimates which includes testing and release requirements Work Item Estimation traditional Release Planning where there are many dependencies. Full Up-Front Planning
- 21. #PMOSym 21 @joannavahlsing Source: https://xkcd.com/1014/ Look out for the “process police”
- 22. #PMOSym 22 @joannavahlsing Functional Managers Who and what is a Functional manager? Servant leaders Product team Functional managers Coaching support PMO functional role
- 23. #PMOSym 23 @joannavahlsing Program and Portfolio Management Streamlined investment management Understanding the investment mix Program leadership and enablement Unifying program goals and outcomes Portfolio connection and representation Alignment to strategic goals Death March Projects Partnering with Finance and HR @joannavahlsing
- 24. #PMOSym 24 @joannavahlsing Shifting mindset Annual forecasting New approach Run rates Teams NOT individuals Finance management engagement Capitalization process updates Budget Management Roles and responsibilities Job descriptions Recruiting prioritization inputs Change management and leadership Human Resources Working with Finance and HR
- 25. #PMOSym 25 @joannavahlsing What impact can you have when you return to work? #PMOSym 25 @joannavahlsing What impact can you have when you return to work?
- 26. #PMOSym 26 @joannavahlsing What impact can you have when you return to work?
- 27. #PMOSym 27 @joannavahlsing Moving to agile doesn’t mean that a PMO no longer provides value; however, the PMO will need to not only change how it operates but also leverage it’s strong organizational power to enable and support the transition. Aha moments and key takeaways from evolving a waterfall PMO to one supporting and enabling business agility Organizations are looking to the PMO to lead the evolution and become subject matter experts on various ways to manage work to ensure best fit for purpose. Continuous learning is key. New expectations for a PMO and why it's not a one-size fit all model There is no “one right way” to manage all works. Organizations will need hybrid approaches. Why a hybrid approach can be beneficial Tactics that can be leveraged based on the planning situationNew project management tactics, including #NoEstimates and #NoProjects movements PMOs know the organization likely better than most. That knowledge can facilitate and enable teams to work in new ways; PMOs can evangelize and champion these new ways of working. How the PMO can be a critical factor and enabler for agile adoption and organizational/enterprise support Learning Objective Takeaways
- 29. #PMOSym 29 @joannavahlsing Action Plan for Leaders Next 90 days: What preliminary steps have you taken to increase business agility across your org? What impacts are you starting to see? Next week: How will you remind yourself of the mindset shifts that you learned today? What do you need to share with your team members? Next 12 months: What progress have you and your team made? What have you learned and what adjustments do you need to make?
- 30. #PMOSym 30 @joannavahlsing - Robert Henri The object isn't to make art, it's to be in that wonderful state which makes art inevitable.
- 31. #PMOSym 31 @joannavahlsing Joanna L. Vahlsing SVP, Program Management and Operations, Centro @joannavahlsing Joanna@joannavahlsing.com www.joannavahlsing.com www.PMODirectorsSeries.com