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How PMOs are wildly successful in an Agile environment

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Talk from Agile 2018

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How PMOs are wildly successful in an Agile environment

  1. 1. The Modern PMO Agile 2018 Laureen Knudsen Doug Dockery How the top PMO offices are wildly successful using agile methods
  2. 2. Who we are
  3. 3. We are at a crossroads PMOs are being eliminated or PMOs are becoming invaluable
  4. 4. When we went agile we laid off our entire PMO
  5. 5. Our PMO refuses to change so we are slowly moving them out as teams pick up steam
  6. 6. Our PMO insists on doing things theold way. How do we convince them that agile is real?
  7. 7. We’ve just hired a Chief Strategy Officer. We expect our SMO to replace our PMO in 2-3 years
  8. 8. Root cause • Understanding current business problems • Risk-averse • Demotivating practices • No culture change
  9. 9. Agile Theater
  10. 10. Why should we care? Up to 80% of products lose money 60-80% of products are never used 37% of product managers state their work is aligned to strategy
  11. 11. Agile benefits you 81% of executives believe that agile and DevOps are critical to successful digital transformation. From Accelerating Velocity and Customer Value - Coleman Parkes Research 40% Improvement in time-to- decision is seen by Advanced agile users. 33% Improvement is seen by basic agile users. 42% Improvement in speed to market is seen by Advanced DevOps users. 24% Improvement is seen by basic agile users. 88% Of advanced agile teams see an improvement in customer experience. 87% Of advanced DevOps users, see improvement in customer experience.
  12. 12. I have the data I need to run my business because of our PMO
  13. 13. Our PMO continually pushes ourcompany to improve, from front-lineteams to the executive staff. They areinvaluable in helping us run our company
  14. 14. Our PMO is helping us redefine our process for setting our strategy
  15. 15. My Executive Portfolio Manager IS my Chief Strategy Officer
  16. 16. The Invaluable PMO § Value focused § Ties strategy to execution § Data driven § Track spend § Sets standards § Relentlessly improves
  17. 17. Great! How do I do that?
  18. 18. Get REAL! § Stop kidding yourself § Do more with less does not work § Waste and inefficiencies are killing your org – Dollars speak louder than words § Stop focusing on the “work about the work”
  19. 19. Define your current PMO § Supportive – Consultative, provide best practices, standards and practices, and learnings from other projects. Low control § Controlling – Provide support and governance; require compliance. Moderate control. § Directive – Directly manage all aspects of project. High control.
  20. 20. Supportive Control Sounds like Servant Leadership
  21. 21. Lead the transformation! § Expand your reach – Data – Identify disruption – Track strategy § Become invaluable – Strategic masters – Drive out waste – Value and outcomes
  22. 22. Organizational Management
  23. 23. Follow Through § Provide support to your leaders – Link all work to strategy – Track market changes § Give your executives the data they need to run the business – Status based on data – no more verbal status reports – Create a standard dashboard for all strategic projects § Force trust, collaboration, and knowledge sharing
  24. 24. Mind the Hurdles § Middle management § Decisions by committee or too high § Multi-tasking § Agile Theater
  25. 25. Get the right help § Anyone can take a class § Have they actually LED a transformation? § Been part of an agile team (or transformed a PMO)? § Are they agile? § Do they understand how to create an environment for change?
  26. 26. Examples
  27. 27. PMO Success: Ag/Construction
  28. 28. Company Success/PMO Failure - Financial
  29. 29. PMO Success: Insurance
  30. 30. “Where should I go?" – asked Alice. "That depends on where you want to end up." - The Cheshire Cat.”
  31. 31. Thank You. Laureen@ca.com Doug.Dockery@daugherty.com

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