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PMO Agility Canvas v 3.0 - NYC Scrum User Group - Nov 2018

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The slides from the presentation I gave at the NYC Scrum User Group Meeting on November 15, 2018. This includes version 3.0 of the PMO Agility Canvas.

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PMO Agility Canvas v 3.0 - NYC Scrum User Group - Nov 2018

  1. 1. R E D E F I N I N G Y O U R P M O F O R A G I L E Dave Prior November 15, 2018 NYC Scrum User Group
  2. 2. 2 1.1 } Agile Consultant / Trainer } PMP | CSM | CSPO | CSP | CST | PMI-ACP | MBA • 23 years leading IT Projects • Certified Scrum Trainer • Former Chair PMI IT&T SIG • Reluctant Agilist } Contact Info: } Email: dave.prior@leadingagile.com } Twitter: https://twitter.com/mrsungo } Web: http://www.leadingagile.com/blog/ } Blog http://drunkenpm.blogspot.com
  3. 3. BEFORE WE GO RE-DEFINING STUFF…
  4. 4. PROJECT MANAGEMENT OFFICE
  5. 5. WHAT’S THE DIFFERENCE BETWEEN A PM AND A PMO?
  6. 6. AND THEN THERE’S AGILE… http://garbuz.com/blog/wp-content/uploads/2013/02/dilbert-on-agile.gif
  7. 7. Agile is a response antidote to traditional Project Management. If your PM practice and PMO have evolved from traditional way of working, you are (by definition) at odds with Agile. In order to get in sync with an Agile way of working, adjustments are needed. HERE’S THE RUB…
  8. 8. http://www.linskidesign.com/concrete-canoe.php YOU JUST GOTTA LET GO
  9. 9. LET’S TALK ABOUT THE PMO…
  10. 10. http://img1.wikia.nocookie.net/__cb20090521143744/muppet/images/7/7a/Air.jpg
  11. 11. What is the mission of your PMO? Who does it really serve? What value does it provide? How does it provide that value? WHY DOES YOUR PMO EXIST?
  12. 12. Consider your organization for a moment: Is your organization’s value system and culture more closely aligned with Agile OR with a traditional approach to managing work? If they are not in sync, how has this impacted your PMO? THE AGILE PMO
  13. 13. THE FIVE MEASURES FOR PMO
  14. 14. The Art of War is the oldest military treatise in the world. It was put together by Sun Tzu* It is over 2,000 years old. There are thousands of translations. It is the greatest book ever written about project management.
 It’s lessons can be applied everywhere. THE FIVE MEASURES
  15. 15. THE FIVE MEASURES “This is war. It is the most important skill in the nation. It is the basis of creation and destruction. It is the philosophy of survival or extinction. Everyone must investigate competition” The Amazing Secrets of Sun Tzu’s The Art of War by Gary Gagliardi
  16. 16. THE FIVE MEASURES 1.Tao 2.Climate 3.Ground 4.Leadership 5.Discipline
  17. 17. TRANSLATING THE FIVE MEASURES Warfare Your Organization Tao How the troops are inspired to follow “The Way” The culture and value system (actual, not theory) Climate The weather in which you will do battle Political Landscape Ground Terrain on which the battle will take place Reporting Structure Leadership Leadership Style(s) Leadership Style(s) in play Discipline How disciplined are the troops Do We Do What We Say
  18. 18. Tao The culture and value system Climate Political Landscape Ground Reporting Structure Leadership Leadership Style(s) Discipline Ability to Do What We Say
  19. 19. If you know the opponent and know yourself, you need not fear the result of a hundred battles. If you know yourself but not the opponent, for every victory gained you will also suffer a defeat. If you know neither the opponent nor yourself, you will succumb in every battle Sun Tzu
  20. 20. THE PMO AGILITY CANVAS 3.0
  21. 21. 
 Outcomes Key ActivitiesKey Partners Value Proposition Communications and Outreach Customer Segments ACTIONS PMO Agility Canvas Version 3.0 November 2018 Created by Dave Prior. Internal Key Resources Metrics Who does your Agile PMO partner with to deliver your Value Proposition? What partnerships will you need to leverage in order to help your organization transition to Agile? ExternalChampions What will your PMO do in order to provide value and support to your Agile organization? What key Resources does your Agile PMO require to deliver on your Value Proposition? Types of Resources: • Physical • Intellectual (brand, patents, copyrights, data) • Human • Financial How will your newly formed Agile PMO provide value to your organization? Who are the different customers and users of your Agile PMO? How do you get feedback from them? How do you connect with and reach your customers and users? How do you track and measure the success of your PMO? Will that change when your PMO supports Agile? What are the next steps that need to be taken in order to build momentum in your transition to Agile? What are the goals or desired outcomes for your PMO’s transition to Agile? How will you know when those outcomes have been reached?
  22. 22. If your PMO was a separate company providing service(s) to your organization, who are the customers you serve? Are your users and your customers the same or different? If you have multiple customers, can you define which customers and/or users are the most critical to focus on? How do you get feedback from your customers and users? CUSTOMER SEGMENTS
  23. 23. What will your PMO do in order to provide value and support to your Agile organization? If the organization was hiring your PMO, what job would they be employing you for? Examples of Possible Service Offerings: • Agile Governance • Coaching Leadership to support Agility • Agile Team Coaching - either internal or through outside vendors • Tracking and Reporting across the Portfolio • Information Broker • Education KEY ACTIVITIES
  24. 24. Your PMO may need help from internal partners, external partners, and champions in order to establish your Agile PMO. Who will your Agile PMO need to partner with in order to deliver your PMO’s Value Proposition? What partnerships will you need to leverage in order to help your organization with Agile Transformation? What kind of assistance will you need in order to provide the services you intend to offer? Do you have clients (internal or external) that need to be involved in the conversations about using or supporting Agile? KEY PARTNERS
  25. 25. What key Resources does your Agile PMO require to deliver on your Value Proposition? Examples of types of resources you might need: •Physical •Intellectual (brand, patents, copyrights, data) •Human •Financial •Learning Management System KEY RESOURCES
  26. 26. How do you connect with and reach your customers and users? Do you reach out to them? Or do they reach out to you? What is the reason behind the interaction? How/where do you connect? Do you connect with them in person or via some other means? When you connect, how many people are engaged in the interaction? What is the nature of the communication? (formal, informal) What about this communication needs to change? What about this communication needs to be kept as is? COMMUNICATION AND OUTREACH
  27. 27. How do you currently track and measure the success of your PMO? Will that change when your PMO supports Agile? Who generates the metrics? Who pays attention to them? What are they used for? (What understanding are they intended to generate?) METRICS
  28. 28. How will your newly formed Agile PMO provide value to your organization? “What is the center of gravity in our approach?” - Frank Cespedes HBR January 13, 2015 • What does your PMO do?
 • Who is the audience of your PMO?
 • What are the pain points your customers and users struggle with?
 • How will the service you provide remedy this? VALUE PROPOSITION
  29. 29. What are the goals or desired outcomes for your PMO’s transition to supporting Agile in your organization? How will you know when those outcomes have been reached? What gaps need to be addressed for you to achieve your desired outcome? Does these outcomes speak to your value proposition? OUTCOMES
  30. 30. What are the next steps that need to be taken to achieve the outcomes you are looking for? You may end up with a whole backlog of actions needed, but try to at least define the following: • An action you can take in the next business day • An action you can take in the next week • An action you can take in 3 months • An action you can take in 6-12 months ACTIONS
  31. 31. 0 25 50 75 100 April May June July metrics are a big deal
  32. 32. ACCOUNTABILITY PARTNERS
  33. 33. THE ART OF WAR IF YOU ARE NEW TO THE ART OF WAR, HERE ARE A FEW TRANSLATIONS I RECOMMEND TO GET STARTED: THE ART OF WAR - THOMAS CLEARY (SHAMBALA POCKET EDITION) THE ART OF STRATEGY - R.L. WING THE ART OF WAR AND IT’S AMAZING SECRETS - GARY GAGLIARDI
  34. 34. Dave Prior Email: dave.prior@leadingagile.com Blog: http://drunkenpm.blogspot.com/ Twitter: @mrsungo Cell +1 405/248-7480

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