The Agile PMO: Ensuring visibility and governance


Published on

Presentation from IBM Innovate held in Melbourne and Sydney, Australia on realizing an Agile PMO

Published in: Business, Technology
  • Be the first to comment

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide
  • Introduction – Background – never project manager, never posed as a project manager, automated
  • Pitfalls that jeopardize an effective PMO (1 slide)Attributes of a successful PMO (1 slide)The impact of agile adoption on the PMO (1 slide)Agile benefits to PMOs (1 slide)Retrospectives, whole team approach, reduced risk, greater predictabilityThe Rational Solution: Agility with governance and discipline (DAD and RTC focused, with one slide for extensions) (10 slides)Disciplined Agile Delivery process (DAD overview, focus on practices impacting PMODefining appropriate processes for different projects based on size, risk, complianceProcess automation, approvals and living documentationLifecycle traceability to meet compliance and understand inter dependencies Real-time project planning and tracking (for individual projects and across projects) 5 slidesBasic planning, planning linked to execution, bottoms up estimates, schedule risk assessment, cross project planning and tracking, import/export MS ProjectInformation radiators with live status 1 slideContinuous improvement to evaluate and improve project performance(baselining), estimation and best practices, retrospectivesExtending RTC to fit your unique needsSummary (1 slide)
  • The One-Way StreetStatus information only flowing to PMOLack of cross project visibility to dependenciesLack of whole team environment, hand-offs, gates, lack of collaborationOne size does not fit allOne process for all projects, regardless of size or risk, lack of flexibility (new or greenfield vs maintenance vs mission critical projects)Not looking in the mirror – lack of transparency and self reflectionManually intensive status reportingInformation radiators with inaccurate or dated informationIneffective and inconsistent lessons learned/retrospectivesNo PMO self evaluations
  • On the flip side what do successful PMOs do?Projects align to organizational goals – they assure that the projects they are working on will contribute to the organizationProjects success rates improve – they work to not only improve their projects ability to deliver on time, on budget and on functionality but they also measure their successProject management competence improves – this goes back to the self reflection from the prior slide, how often are PMOs looking at and measuring their processes, making sure they are still valid and improving them (organization – placemat story)Standards and templates are developed and improved PMO tone is inviting – doesthe organization use a top down command and control (motivated by fear) or is it a collaborative team first approach (motivated by success) Training is available and continuous learning is encouraged
  • We recently sponsored a survey of agile practitioners by the Scrum Alliance and the results were very interesting, we found that 44% of the respondents identified themselves as Project Managers, that their main reason for adopting was to position the organization to change and that they needed a better way to interact with their customers, you can see others here like visibility to projects, improved communication, better deliverables. And finally the most interesting statistic from my perspective is that 54% of the resp. say that their biggest challenged in adopting agile is the cultural change agile will bring to the org.
  • So how can agile help a PMO, well agile is built to address many of the concerns from the previous page and this is how it roughly aligns to the success factors I discussed earlier.
  • So let’s look at each one and look at how IBM’s solution can help PMOs embrace these success factors…
  • To realize accelerated delivery requires organizations build a trusting relationship between the PMO and project stakeholders and IT (software teams, practitioners), while PMO must ensure governance it’s also in their best interest to empower the delivery teams and practitioners to they must also empower and support IT in their adoption of agile practices. On the flip side, software teams and practitioners must embrace a disciplined agile approach, so they deliver the right software following the right procedure.Work together, not in silos.
  • MattSo on the left side is BAD, on the right side is GOOD. When you’re looking at an Agile development management tool, one of the biggest ways to reduce friction for the Agile teams is to get a planning tool that is linked to execution, what that means is that as developers are closing work items, checking in code your plans automatically reflect those changes. There’s no additional step to update a plan, contribute to a spreadsheet or attend a status meeting. Plus this makes daily standups less about status and more about issues and removing barriers for the team. Continuous planning is basically the ability to both see how your plans have evolved over time and the ability to actively manage them with the knowledge that they are accurate, and since the leads, product owners and stakeholders are armed with the latest information they can see the impact of changes to delivery dates.
  • So let’s look at an example of a PMO in an organization in Australia, let’s say that this is a banking company and that they primarily rely on outsourced vendors to develop their solutions. So they have a web app project, a mobile app project and middleware project… all of these projects must work together in the end to provide the customer with a seamless experience and must follow many business rules to assure customers financials are accurate and reflect the most current information. One team is using Git, another Jira and the middleware project uses MS Project. How do they look across these different projects and understand the dependencies and risks proactively.
  • MattAlso when looking at tools, look at the ability for the tools to provide different views of plans based on different needs or team roles. So here we see a roadmap view for looking at interdependencies and how the overall release will progress over time, then we have a work breakdown view to see how different members of the team are progressing and whether or not they need help, a taskboard view to run virtual standup meetings.The following three images show the same sprint plan BRM Sprint 2 (1.0 ) Plan using different views. Using different views helps the team balance the work, plan effectively, understand dependencies and respond to changes more quickly.Image 1 – Roadmap view: -show dependencies between work items In this example you can see the dependency between 3 tasks between Marco and Deb. Image 2 – Task board view: shows current progress for daily stand-upsImage 3 – Planned Time view: Shows the work load for each individuals. In this example you can clearly see that Deb and Marco are over worked. Bob and Tanuj have no work assigned to them.
  • BernieThe image shows a traceability view in Release Plan containing links to requirements and test cases. It also has a column to identify defects affecting the plan items. This demonstrates an integrated plan with traceability reporting. Rather than relying on stale and occasionally run traceability reports, using an integrated plan with a built-in traceability view makes the gaps are obvious and easy to address through out the project.Benefits: Creating a shared vision delivers what the stakeholders want Ensuring coverage improves quality for the release and each sprint Whole team buy-in improves team trust, efficiency and focus
  • Template – over time tailor the template to the way you want to work.So a little more about this process enactment provides… these are a few of the endless automations you can make… the process guidance is built in, so team members know what they need to change and provides options for fixing the problem. At the bottom is an example of a configurable rule, in this case you can specify what rules to apply to delivery of a client change set like descriptions for change sets or successful execution of Junit tests.Process enactment, enforce processes that your teams use, Junit test required when adding change sets to integration stream, Establish and enforce approval and review checkpoints in your change workflow, Require approvals and reviews before a workflow state change or or add e-signatures to comply with regulations or audits.Example: Rejecting a submitted workitem, moving a defect from submitted to planned, moving an enhancement from resolved to implementedEstablish multiple approvals and reviews integrating comments and discussionRequire an electronic signature when changing the stateExample: As part of an approval, when moving an enhancement or defect from submitted to rejected or accepted.
  • Matt
  • The Agile PMO: Ensuring visibility and governance

    1. 1. The Agile PMO: Ensuringvisibility and governance ofyour Agile projectsMatt Holitza, Agile Technology EvangelistIBM Rational stay connected at
    2. 2. Agenda• Pitfalls that jeopardize an effective PMO• Attributes of a successful PMO• PMO’s objections to agile• How agile benefits PMOs• Realizing an agile PMO stay connected at
    3. 3. Pitfalls that jeopardize every PMO Spreadsheets The one way street One size fits all Not looking in the mirrorSource:, 3 PMO Pitfalls That Jeopardize Every Project, Adam Bookman, May, 2010 Email stay connected at
    4. 4. What does a successful PMO look like?1. Projects align to organizational goals2. Projects success rates improve3. Project management competence improves4. Standards and templates are developed and improved5. PMO tone is inviting6. Training is available and continuous learning is encouraged Source: Strategic IT Planning Blog, 7 Marks of a Best PMO, Alec Satin, 1/27/2009 stay connected at
    5. 5. What does it mean to be agile? Agile Values •Provides a way to time-box work • Sustainable value delivery •The entire team commits to the work • Empowers and respects teams • Continuous quality and adaptation • The team self-organizes to do the work • Frequent delivery of working software stay connected at
    6. 6. Why PMOs might think agile is not for them…• Agile will change the way we work• Agile will make our projects unpredictable• Constant change means chaos and low quality• Customers won’t get what they wanted• Agile will negatively impact our governance• We can’t run time driven projects without a defined scope stay connected at
    7. 7. Agile is mainstream and maturing Who is adopting? Why are they adopting?What challenges are they facing? stay connected at
    8. 8. How can agile help a PMO succeed?Best Practice How agile helpsProjects align to organizational goals Whole team approach - Agile projects are cross functional and better align the organizationProjects success rates improve over time Agile practices are designed to reduce risk , improve quality and increase predictability through more frequent inspections , multi-level planning and a focus on transparencyProject management competence improves over time More frequent retrospectives (aka lessons learned) allow for continuous improvementStandards and templates are developed and improved Agile projects use standard but adaptable templates that are suited to the size and risk of projectsPMO tone is inviting Agile promotes a collaborative and trusting environment between core teams, project managers and project stakeholdersTraining is available, continuous learning is encouraged Agile promotes continuous learning and regular training stay connected at
    9. 9. How do you assure projects align to organization goals?• Lifecycle process and scaling framework• Whole team approach with transparency and integrated tooling stay connected at
    10. 10. The IBM Rational Approach: Agility with DisciplineQuid pro quo between teams and project stakeholders Software Teams & Project Practitioners Management Office & Project Promote Discipline Stakeholders Empower Team Agility • Adopt agile practices Accelerated • Achieve predictable Delivery through outcomes • Reuse knowledge, Mutual Trust best practices • Manage risk • Address uncertain/high • Ensure compliance risk items proactively • Improve software • Be adaptive to change economics • Visibility and transparency stay connected at
    11. 11. Disciplined Agile Delivery: The Core of the IBM Agile Transformation Solution Team size Compliance requirement Under 10 1000’s of Critical, Low risk developers developers audited Geographical distribution Domain Complexity Straight Intricate, Co-located Global Disciplined -forward emerging Enterprise discipline Agile Organization distribution Project Enterprise Delivery (outsourcing, partnerships) focus focus Collaborative Contractual Organizational complexity Technical complexity Flexible Rigid Heterogeneous, Homogenous legacy12 stay connected at
    12. 12. Rational Team Concert: Integrated by Design Rational Team Concert• Eclipse Visual Studio ISPF All-in-one agile ALM Web• Unified storage and data Dashboards & Reporting• Full featured clients Change Continuous Planning• Management Integration Process templates for agile and formal delivery Version Control• Multiple platform and technology Open Lifecycle Integration Platform support 13 stay connected at
    13. 13. Personalized interfaces to support the whole team Full Visibility for Managers Maximize Team Productivity• Understand real-time status • Minimize task switching regardless of technology • Enhanced collaboration• Manage plans, collaborate with • Understand cross project impact teams and understand risks Project Manager and dependencies Release Delivery Manager Team 14 stay connected at
    14. 14. How do you improve project success and PMO competence over time?• Bi-directional and real-time planning and tracking• Improving ability to estimate projects• Full lifecycle traceability• Evaluate projects with snapshots• Continuous process improvement stay connected at
    15. 15. Real-Time Dynamic Project Planning and Tracking• Plans live outside • Plans fully integrated with of Agile development environment execution• Manual, error-prone updates • Continuous planning• Separate from team activities and • Instantly see the impact of assignments changes to delivery dates 16 stay connected at
    16. 16. How do you understand what is happening across projects?Money That Matters Headquarters PMO Rational Team Concert Business Acceptance Analysis TestingOutsourced Vendors Mobile App MTM Web Middleware Project (Vendor A) (Vendor C) (Vendor B) stay connected at
    17. 17. Cross project plans connect and track related or dependent projects Rational Team Concert OSLC adaptors Enhanced MS connect Project Importer providers toprovides details of associated project progress release plans Git Integration JIRA OSLC Integration MS Project Importer Vendor A Plan(Simple) Vendor B Plan (Scrum) Vendor C Plan (Formal) stay connected at
    18. 18. Maximize team productivity with multiple planning views Roadmap (Gantt) Task Board Work Breakdown19 stay connected at
    19. 19. Traceability provides an at-a-glance view of gaps and risks Proactively respond to gaps as they surface through out the project Discrepancies and gaps are easily visible for team resolution20 stay connected at
    20. 20. Continuous Improvement: Improve and automate governance Approvals can be enforced or ad-hoc to ensure stakeholder buy-in and automate governance practices21 21 stay connected at
    21. 21. Continuous Improvement: Predicting and improving estimates on the fly Probability of delivering using predictive Monte Carlo analysis – by individual, iteration, release or team Team members estimate by worst case, best case and most likely 22stay connected at
    22. 22. Continuous Improvement: Improve Project Planning. Snapshots provide metrics toevaluate estimates, understandproject changes over time and improve future efforts. Demo stay connected at
    23. 23. How do you effectively standardize and reuse templates?• Process templates• Process and tool guides stay connected at
    24. 24. Supporting your projects with adaptable templates 1 Start a project based on a Scrum Iterative Traditional predefined template Get up and running with entire environment configured to a standard mode of operation Web Banking 2 Project and teams adjust to their liking Team : Core Customize the approach for the Project : Savings Team : UI project, team, timeline… Customize for Team : Benefits Project : Retail 3 Reuse, share and improve for projects Projects can export their template for or make is public so others can use25 their live configuration stay connected at
    25. 25. Adapt the pre-defined template to support your practices Guarded RTC operation Team advisor provides in-context guidance to users Configurable Rules can be run to enforce team or Verification required organizational standards. 26 26 stay connected at
    26. 26. How do you make the tone of the PMO more inviting?• Full project transparency• Collaboration in-context stay connected at
    27. 27. Transparency: Putting it all togetherKnow what’s going on without having to ask… Customizable dashboards – with plan status at a glance Track the throughput or “velocity” of project teams over time and monitor work item “burndown” of projects in flight View risks, issues and defects for Cross Project Plans 28 stay connected at
    28. 28. Collaborate in real-time and in context of project work - maximize progress Avoid Duplication • Find potential duplicates • Subscribe team members Team Awareness • Move / Copy work between projects• Shows team members and their online status• Discussions kept with work for all time Change Awareness • Automatically links to changes if mentioned in chat • Drag and drop any work item or query into chat 29 stay connected at
    29. 29. How do add new capabilities as your agile practice evolves • Capabilities and practices that extend across the lifecycle • Training and services tailored to your needs stay connected at
    30. 30. Agile extensions – capabilities to address your evolving needs Business Collaboration Portfolio Help Desk Management Team Requirements Deployment Management and Envisioning Concert Test and Prototyping Quality and Design Management Enterprise Development and Build stay connected at
    31. 31. Extending agile across the delivery lifecycle: Banking ExampleScenario: Large global bank with strict compliance mandates Solution:  Basic and roll based agile training for new teamsExisting Practices and Tools: Practices: Scrum focused delivery  Disciplined Agile Delivery process training Tooling: Mixture of open source and commercial toolingScaling Needs:  Deployment and training for Rational CLM and Support rollout to all worldwide delivery centers, with two Rational Automation Framework independent testing centers, support regulations in five different countries and standardize deployment to six global production server Collaborative Lifecycle Management farms. Your Tools Reqts Mgmt & Independent Agile ALM Prototyping Testing Continuous Deployment Open Lifecycle Integration Platform 32 stay connected at
    32. 32. Training and services to support your Agile Transformation Consult: Services tailored to your unique needs Educate: Get your teams up to speed with agile training Support: Dedicated assistance to keep you moving forward Success: Ongoing support and coaching to ensure you achieve your goals stay connected at
    33. 33. Agile resources to help you get started Get your complementary copy of Agile for Dummies Learn Agile Download Rational Team Concert 10 Free Licenses Be Lean on TalkJoin the Agile TransformationCommunity on developerWorks Agile stay connected at
    34. 34.© Copyright IBM Corporation 2012. All rights reserved. The information contained in these materials is provided for informational purposes only, and is provided AS IS without warranty of any kind, express or implied.IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, these materials. Nothing contained in these materials is intended to, nor shall have the effect of, creating any warrantiesor representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the use of IBM software. References in these materials to IBMproducts, programs, or services do not imply that they will be available in all countries in which IBM operates. Product release dates and/or capabilities referenced in these materials may change at any time at IBM’ssole discretion based on market opportunities or other factors, and are not intended to be a commitment to future product or feature availability in any way. IBM, the IBM logo, Rational, the Rational logo, Telelogic, theTelelogic logo, and other IBM products and services are trademarks of the International Business Machines Corporation, in the United States, other countries or both. Other company, product, or service names may betrademarks or service marks of others. stay connected at
    35. 35. stay connected at
    36. 36. stay connected at
    37. 37. stay connected at