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Disciplined EPMO


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This slide deck presents how Enterprise Project/Program Offices (EPMO) can provide distinct advantages to organizations trying to get the most out of their Agile frameworks. The combination of a Disciplined Agile framework and an outcome focused EPMO can help drive success from inception to production.

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Disciplined EPMO

  1. 1. © Disciplined Agile Consortium 1 Disciplined EPMO How to Establish an Outcome Driven EMPO
  2. 2. Agenda • Current State of EPMO Strategies • EPMO Challenges • Benefit/Outcome Management Principles • EPMO Value in an Agile Context • Establishing an Outcome based EPMO Disciplined Framework? • Questions? © Disciplined Agile Consortium 2
  3. 3. Current State of EPMO Strategies According to Gartner Research: • EPMO fall into one of four strategies: – The Reporting EPMO – gathers data about major initiatives from multiple silos within the organization and detects actual (or potential) issues and mismatches of performance versus expectations – The Operational EPMO – this style centralizes all business projects into a single organization reporting to the CEO – The Strategic EPMO/Strategy Realization Office – this style is focused on ensuring the programs and projects that are undertaken in the organization measurably contribute to the realization of the enterprise strategy – A Business Transformation Office (BTO) – this style is charged with changing the basic DNA of the enterprise. The BTO will generally have a considerable and significant involvement in how management is run and when and where IT spends its money and time © Disciplined Agile Consortium 3
  4. 4. EPMO Challenges • One size does not fit all • Hybrid versions of all four models exist, and flourish (and fail) • IT Role: must maintain its identity • Separate the PPM and SDLC - methods must have clear ownership • Governance becomes the key battleground • Siloed view – no ability to consider Enterprise level views • CULTURE will dictate success or failure – “Control Paradigm” (Trust) – Executive – Business – Portfolio/Program/Project – Architecture – Engineering • Resource Management – Dedicated versus non-dedicated © Disciplined Agile Consortium 4
  5. 5. Benefit/Outcome Management Concepts Program Planning/Management • Output: Each specialist product that the project has to deliver, be it tangible or intangible. Outputs are commonly delivered after the project’s closure and sometimes even during the project’s life. • Outcome: Results of the changes derived from the use of the project's specialist outputs by the users. Outcomes typically start to be achieved after the handover of the project's specialist products to users. • Benefit: Measurable improvement resulting from an Outcome. If the outcome is perceived as a disadvantage, we are dealing with what is called a dis-benefit. Benefits generally start to be achieved after the Outcomes and (should) continue to be achieved for a time span planned in advance. © Disciplined Agile Consortium 5
  6. 6. © Disciplined Agile Consortium 6
  7. 7. Benefit/Outcome Elements • An important point to note with benefits realization is the recognition that not all benefits are accrued upon project completion – many may take years before they can be fully reaped by the organization. To track the benefits accrual, a ‘benefits register' is set up containing: • Description of outcome • Contribution – what/to whom does it contribute • Metric/Frequency – how do you measure its realization • Measurement method • Baseline value • Target value/date • Tolerance limits • Action if outside tolerance limits • Accountability • Benefits profile – i.e. increase, decrease, ratio, etc. © Disciplined Agile Consortium 7
  8. 8. Strategic Scaling: Enterprise View © Disciplined Agile Consortium 8
  9. 9. EPMO Value in a Disciplined Agile Context Areas of Focus: • Technology Roadmap • Governance Management • Release Management • Change Management • Benefit/Outcome Management Key Opportunities: • Checkpoints for progress against Outcomes – they can change • Delivering Value isn’t just usable software its usable software that can drive the bottom line • Teams need to understand value to company, teams, clients – EMPO role • EPMO must focus on being lightweight and nimble • Agile teams must focus on value, and results © Disciplined Agile Consortium 9
  10. 10. Disciplined EPMO Value • Technology Roadmap – Product/Portfolio Management • Key Initiatives Liaison – Finance – Business – IT/Technology – Benefits/Outcomes – Business Prioritization – Business Inter-dependencies • Key Roles – Enterprise Architecture – Stakeholders – Product Owners – Architecture Owners – Team Leads – Clients • Benefits – Focused on connecting the planning organizations – High level set of boundaries for all to follow – Clear value based on established benefit/outcome © Disciplined Agile Consortium 10
  11. 11. Disciplined EPMO Value • Governance • Help to ensure that teams: – Regularly and consistently create real business value – Provide appropriate return on investment (ROI) – Deliver consumable solutions in a timely and relevant manner – Work effectively with their stakeholders – Adopt appropriate processes and organizational structures • Light weight is the key • Rapid approval Steering – Present accurate and timely information to stakeholders – Mitigate risks • Financial and Outcomes • Benefits: – Truly valued partnership – Business Empowerment – Involvement! © Disciplined Agile Consortium 11
  12. 12. Disciplined EPMO Value • Release Management – Prioritized Calendar • Business influence • Delivery Team influence • Planned, To Be Scheduled, Gaps – Change Management plays a critical role • Govern and reprioritize as needed (monthly) – Understand slippage and its impact – Key feed to Inception planning • Must be considered • Many projects still bounded by Time – Benefits: • IT plan for work and resource management • Collaborative Business plan (they had a say) © Disciplined Agile Consortium 12
  13. 13. Disciplined EPMO Value • Support (Change Management) – Changes will occur • Priority • Scope – Business Changes – IT Changes – Client Changes • Impact and ramifications (especially to Benefits/Outcomes) – Roles: • Product Owner • Architect Owner • Team Lead • Stakeholder if needed – Benefits: • Clear forum for managed changes • Improves communication • Risk aversion (a voice of reason) © Disciplined Agile Consortium 13
  14. 14. Disciplined EPMO Value • Benefit/Outcome Management – Traditional Project Success Criteria • On Time, On Budget, On Specification – New Elements • Specific to Platform • Specific to the Industry • Specific to the Client • Business and Technical – Roles: • EPMO • Stakeholder • Architect Owner – Benefits: • Cross-functional value definition • Connecting strategy through delivery • Reliability, Consistency, Marketability © Disciplined Agile Consortium 14
  15. 15. Establishing a Disciplined EPMO • Management – Focus on lightweight Governance • Fast Track Approval (Steering) – Allow IT to maintain its own identity – Empowerment of the Stakeholders and Product Owners – Collaborative prioritization • Monitoring – Outcomes, Outcomes, Outcomes – Overall financial behavior • Planned/Revisions/Actuals • Release status • Measurement – Gap Reporting – Release Calendar – Tools: Agile, PPM, Release with focus on EPMOs © Disciplined Agile Consortium 15
  16. 16. Conclusions • EPMOs can provide value in Agile Frameworks – Front End, Back End • IT must maintain its identity but also be collaborative • Business Owners can be the biggest beneficiaries • Benefit and Outcome although difficult to manage is where enterprise organizations need to consider investment • Agile EPMOs operate as a bridge function that connects teams, data, outcomes/benefits • No EPMO in your organization – PMOs, Governance Teams can work as bridges as well © Disciplined Agile Consortium 16
  17. 17. © Disciplined Agile Consortium 17
  18. 18. Got Discipline? © Disciplined Agile Consortium 18
  19. 19. Shuhari and Disciplined Agile Certification At the shu stage you are beginning to learn the techniques and philosophies of disciplined agile development. Your goal is to build a strong foundation from which to build upon. At the ha stage you reflect upon and question why disciplined agile strategies work, seeking to understand the range of strategies available to you and when they are best applied. At the ri stage you seek to extend and improve upon disciplined agile techniques, sharing your learnings with others. © Disciplined Agile Consortium 19
  20. 20. Scott Ambler + Associates is the thought leader behind the Disciplined Agile Delivery (DAD) framework and its application. We are an IT management consulting firm that advises organizations to be more effective applying disciplined agile and lean processes within the context of your business. Our website is We can help © Disciplined Agile Consortium