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#FuturePMO
#FuturePMO
Agile for PPM
Professionals – a taster
Your Name Here
Your Company Here
We will
add logo
#FuturePMO
Karin Maule
 Senior Training Consultant at
Wellingtone
 Author of Wellingtone’s Change
Management Practitioner, Project
Management for Practitioners and co-
author of Agile for PPM Professionals
 Experienced PMO and project
manager
 PMP, APM, MSP, Prince2 Agile
certified
 The only person at Wellingtone who
grew up on an island in the Baltic Sea
#FuturePMO
#FuturePMO
What is Agile?
• In the context of project management:
Agile project management is an iterative development
methodology that values human communication and feedback,
adapting to change, and producing working results.
#FuturePMO
Huh?
Traditional/ Linear/ Predictable/ Waterfall
Agile/ Iterative
Instead of this:
• Doing a lot of work upfront to:
- Define all requirements
- Agree entire scope
- Make detailed plans for the entire
work
• Delivering the entire output at the end
We do this:
• Involve the customer throughout the
project to continuously;
- Idenfity the most important
requirement right now
- Plan the most important work right
now
- Do the most important work right now
• Deliver increments of the final product
as they become ready/ usable
#FuturePMO
Linear vs Agile
Linear methods:
the steady elephant
Agile methods:
the nimble cat
increments
Key to success:
understand what work
needs an elephant vs
what needs a cat!
#FuturePMO
What Agile is NOT
• A magical solution that cures all problems
• A “get out of jail” card that allows the teams to skip planning,
reporting etc…
• An easy fix
• A new process to replace the old one
• That new thingamajig that will go out of fashion together with
skinny jeans and tiktok dances
#FuturePMO
Agile vs agility
An organisation needs to be able to adapt according to the needs of its environment. And
as a result of the belief that Agile helps projects to deliver quicker, many organisations that
request Agile be implemented actually need more agility in the way that they manage
projects.
They do not need Agile at all!
 Little hierarchy
 A common purpose
 A focus on empowered people
 Simple, adaptable models
 A culture of innovation
 Risk threshold
Wellingtone Changing the PMO Mindset eBook
#FuturePMO The Agile Manifesto (for Software
Development)
We are uncovering better ways of developing software by doing it and helping others do it.
Through this work we have come to value:
That is, while there is value in the items on the right, we value the items on the left more.
2001
Page 9
Individuals and interactions over Processes and tools
Working software (product) over Comprehensive documentation
Customer collaboration over Contract negotiation
Responding to change over Following a plan
#FuturePMO
Agile Elements
Page 10
Mindset
Values
Principles
Practices
Tools and
Processes
Agile Practice Guide, PMI
#FuturePMO How can we (Wellingtone) make a
difference?
11
70/20/10
70% of learning comes
from doing (i.e trying,
practicing, experiencing)
20% of learning comes
from other people, e.g
coaching
10% of learning comes
from formal training
#FuturePMO
Question:
How do we create a
course that let’s
people experience
Agile?
#FuturePMO
Answer:
We deliver the course
as an Agile project
#FuturePMO
In practice
Instead of:
Giving the delegates a set
agenda with content to take
the delegates through
We do:
Let the delegates create
the agenda by creating
and prioritizing a course
backlog
#FuturePMO
In the course the delegates:
• Write user stories (that become the
course backlog) for what they want/
need to learn
• Prioritise the user stories based on
what is most important, right now
• Learn concepts through application
• Review and revise the backlog with
new user stories and/or new
priorities based on updated
knowledge
This means: even without doing the
“formal training stuff” delegates
experience how to work in an Agile
approach and they see the processes,
practices and DISCIPLINE required to
make Agile a success.
They see that Agile is not just
swapping one process for another.
They see that Agile is not for
everyone, or everything
#FuturePMO
Let’s give it a go!
uncertainty complexity
Arrange a 1 day conference for PMO
professionals that will be attended
by PMO Practitioners at all levels,
from all over the globe, and brings
together speakers who will push the
boundaries of your PMO thinking to
help your PMO work smarter.
#FuturePMO
Step 1: Build a backlog
User Story Definition:
Short, simple descriptions of a feature told from the perspective of the
person who desires the new capability.
Page 17
Backlog
User Stories
#FuturePMO
User story template
https://www.scrumdesk.com/how-to-write-a-
requirement-in-a-user-story-format-correctly/
As a < type of user >, I want < some goal > so that < some reason
>.
Example:
As a portfolio manager I want to understand the difference
between traditional and Agile methods so that I can determine
which approach is most appropriate for different projects
Helps identify the
specific user
Helps identify the
specific feature/
requirement
Identifies how we
know the solution is
good enough
#FuturePMO
Your task
Use the user story template
on your table to write a user
story the describes what you
need from the conference
The are no awards for good
hand writing, but all the same
please do your best
#FuturePMO
Thank You
 If you are planning to introduce Agile
practices make sure you have clearly
defined WHY (i.e what value are you
expecting or what problem are you
solving)
 Give your teams the best change for
success by ensuring they get training,
coaching and a chance to learn by
doing
 Karin Maule
 Karin.maule@wellingtone.co.uk
 www.wellingtone.co.uk
 https://www.linkedin.com/in/karin-maule-
pmp-msp-6b295b26/
#FuturePMO

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Agile for PPM Professionals Training Course - Wellingtone | FuturePMO 2021

  • 1. #FuturePMO #FuturePMO Agile for PPM Professionals – a taster Your Name Here Your Company Here We will add logo
  • 2. #FuturePMO Karin Maule  Senior Training Consultant at Wellingtone  Author of Wellingtone’s Change Management Practitioner, Project Management for Practitioners and co- author of Agile for PPM Professionals  Experienced PMO and project manager  PMP, APM, MSP, Prince2 Agile certified  The only person at Wellingtone who grew up on an island in the Baltic Sea
  • 4. #FuturePMO What is Agile? • In the context of project management: Agile project management is an iterative development methodology that values human communication and feedback, adapting to change, and producing working results.
  • 5. #FuturePMO Huh? Traditional/ Linear/ Predictable/ Waterfall Agile/ Iterative Instead of this: • Doing a lot of work upfront to: - Define all requirements - Agree entire scope - Make detailed plans for the entire work • Delivering the entire output at the end We do this: • Involve the customer throughout the project to continuously; - Idenfity the most important requirement right now - Plan the most important work right now - Do the most important work right now • Deliver increments of the final product as they become ready/ usable
  • 6. #FuturePMO Linear vs Agile Linear methods: the steady elephant Agile methods: the nimble cat increments Key to success: understand what work needs an elephant vs what needs a cat!
  • 7. #FuturePMO What Agile is NOT • A magical solution that cures all problems • A “get out of jail” card that allows the teams to skip planning, reporting etc… • An easy fix • A new process to replace the old one • That new thingamajig that will go out of fashion together with skinny jeans and tiktok dances
  • 8. #FuturePMO Agile vs agility An organisation needs to be able to adapt according to the needs of its environment. And as a result of the belief that Agile helps projects to deliver quicker, many organisations that request Agile be implemented actually need more agility in the way that they manage projects. They do not need Agile at all!  Little hierarchy  A common purpose  A focus on empowered people  Simple, adaptable models  A culture of innovation  Risk threshold Wellingtone Changing the PMO Mindset eBook
  • 9. #FuturePMO The Agile Manifesto (for Software Development) We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: That is, while there is value in the items on the right, we value the items on the left more. 2001 Page 9 Individuals and interactions over Processes and tools Working software (product) over Comprehensive documentation Customer collaboration over Contract negotiation Responding to change over Following a plan
  • 11. #FuturePMO How can we (Wellingtone) make a difference? 11 70/20/10 70% of learning comes from doing (i.e trying, practicing, experiencing) 20% of learning comes from other people, e.g coaching 10% of learning comes from formal training
  • 12. #FuturePMO Question: How do we create a course that let’s people experience Agile?
  • 13. #FuturePMO Answer: We deliver the course as an Agile project
  • 14. #FuturePMO In practice Instead of: Giving the delegates a set agenda with content to take the delegates through We do: Let the delegates create the agenda by creating and prioritizing a course backlog
  • 15. #FuturePMO In the course the delegates: • Write user stories (that become the course backlog) for what they want/ need to learn • Prioritise the user stories based on what is most important, right now • Learn concepts through application • Review and revise the backlog with new user stories and/or new priorities based on updated knowledge This means: even without doing the “formal training stuff” delegates experience how to work in an Agile approach and they see the processes, practices and DISCIPLINE required to make Agile a success. They see that Agile is not just swapping one process for another. They see that Agile is not for everyone, or everything
  • 16. #FuturePMO Let’s give it a go! uncertainty complexity Arrange a 1 day conference for PMO professionals that will be attended by PMO Practitioners at all levels, from all over the globe, and brings together speakers who will push the boundaries of your PMO thinking to help your PMO work smarter.
  • 17. #FuturePMO Step 1: Build a backlog User Story Definition: Short, simple descriptions of a feature told from the perspective of the person who desires the new capability. Page 17 Backlog User Stories
  • 18. #FuturePMO User story template https://www.scrumdesk.com/how-to-write-a- requirement-in-a-user-story-format-correctly/ As a < type of user >, I want < some goal > so that < some reason >. Example: As a portfolio manager I want to understand the difference between traditional and Agile methods so that I can determine which approach is most appropriate for different projects Helps identify the specific user Helps identify the specific feature/ requirement Identifies how we know the solution is good enough
  • 19. #FuturePMO Your task Use the user story template on your table to write a user story the describes what you need from the conference The are no awards for good hand writing, but all the same please do your best
  • 20. #FuturePMO Thank You  If you are planning to introduce Agile practices make sure you have clearly defined WHY (i.e what value are you expecting or what problem are you solving)  Give your teams the best change for success by ensuring they get training, coaching and a chance to learn by doing  Karin Maule  Karin.maule@wellingtone.co.uk  www.wellingtone.co.uk  https://www.linkedin.com/in/karin-maule- pmp-msp-6b295b26/ #FuturePMO

Editor's Notes

  1. “The ability to move quickly and easily” Cambridge Dictionary Characteristics of agile organisations: Little hierarchy within its structures A common purpose and belief system A focus on empowered people, their development, and their well-being Simple, adaptable processes and governance models A culture supportive of innovation and learning Higher than average risk threshold
  2. 4 values The agile manifesto is a set of factors that are considered common on successful projects. These successful factors are not entirely new to our industry. The agile manifesto does not prescribe specific practices, reaching a wide consensus on these would be very hard.
  3. Which are more visible? Which are more powerful? Being agile vs doing agile