I focus on a possible transition of organizations who are introducing the agile way of working. Starting with a traditional project setup using permanent PMO (portfolio level). What will happen if we the keep the team together as an agile team? What does that mean for the project manager, and what is the most important competence of the PO? I will continue my story by adding an agile team. Coordination between the teams can be managed by a scrum of scrum. Still no need for a project organization with a project manager and a project board and no need for a temporary PMO. I add more teams and the coordination asks for a project manager. We can continue and institutionalize the coordination and removing the PM by using frameworks like Nexus, S@S, SAFe, LeSS et cetera. I will add some new to be created teams (asks for a Project Manager to organize this hybrid project organization) et cetera. I will end with an overview and positioning of different agile frameworks (more than 50) and the role of the permanent PMO in an agile world (focus portfolio management and Center of Excellence) and what has to change if you want to make a transition towards a more agile organization. Learning objectives 1. A clear overview and positioning of different agile frameworks. Along the way, I will answer the question “Why do so many agile transitions fail? 2. Understand the new role of the project manager in the agile world Keywords: Agile, Hybrid PM, Agile culture

1. 1
Will the project
manager survive in
the agile world?
Agile Tour Vilnius Conference, Lithuania, October 24, 2019
Henny Portman

2. • 1981-2017
• Tiel Utrecht Verzekeringen: Developer/Analyst/Head System Development
• Consultancy ING Fatum Paramaribo, Suriname
• ING Investment Management Nederland: Head IT
• ING Investment Management Europe: PMO Head
• ING Insurance Central Europe: Regional PMO head
• ING Insurance STO: Global PMO Head
• I build hub and spoke PMO’s in Europe and Asia
Now:
• Partner HWP Consulting
• Certified MoP, P3O, MSP, PRINCE2, PRINCE2 Agile, AgileSHIFT trainer,
SAFe SPC4 Certified Consultant,
• PMO Value Ring Certified Consultant, Judge PMO Global Awards 2019
• P3M3 Consultant / Assessor
• Blogger, reviewer Managementboek.nl
• Author of PM articles and books
+
https://hennyportman.wordpress.com/
https://www.linkedin.com/in/hennyportman
Biography: Henny Portman

3. 3
Agenda
© HWP Consulting / version 7.0 / 07-2017
To do In progress Done
2. Bird’s eye view
of frameworks
3. Implementation
Pitfals
4. Questions
0. Intro1. Scaling in
general

4. 4
The difference between project work and
BAU work
Team
A
Project
Board
Portfolio Board
Project
Manager
Team
B
Team
C
PMO
(temporary)
Project direction
Pre
project
Initiation
stage
New or significantly
revised product
Close Goes into
production
Incrementally
Agile team
Chng n
Chng 6
Chng 5
Chng 4
Chng 3
Chng 2
Chng 1
Project work
(temporary): Move
people to the work
PMO
(permanent)
New project,
One delivery
BAU (ongoing): Move work to the people

5. 5
Predictability
• Overruns
• Delays
• Escalations
• Delivered less than promised
© HWP Consulting / version 7.0 / 07-2017
Some Agile
practices
• Iterative & Incremental
• Not everything is needed
• Embrace change
• Delivered value early and often
• Transparency, inspection & adaption
Waterfall
observations

6. 6
Continuous delivery by an Agile Team
Agile Team
AUS n
US 6
US 5
US 4
US 3
US 2
US 1
Team backlogindefinite
Product
Owner
Scrum
Master
BAU (ongoing): Move work to the people
Key
Competence?
Prioritize
Refine
No project
Organization
Project
Manager

7. 7
Is a PO a:
• Shopping list manager?
• Order taker?
• Backlog secretary?
Or …
Key competence: have the knowledge and mandate to
say NO!, otherwise …

8. Is this what your backlog looks like?
Your Product Backlog
Is full of garbage!
Source: blog Raphael Alexis Nov 4 2018

9. 9
© HWP Consulting / version 7.0 / 07-2017
Feature Broker Product dictator
Balanced, Effective
Product Leader
Source: Roman Pitcher

10. 10
A PO must have a product vision and
a product roadmap

11. 12
empowerment
© HWP Consulting / version 7.0 / 07-2017

12. 13
© HWP Consulting / version 7.0 / 07-2017
Key competence Scrum Master: Coach the team to excel

13. 14
Few teams together; one product
Agile Team
A
Scrum
Master
Scrum
Master
Coordination via
Scrum of Scrums
Still no project
Organization
Project
Manager
indefinite
Agile Team
BUS n
US 6
US 5
US 4
US 3
US 2
US 1
indefinite
Product
Owner
US n
US 6
US 5
US 4
US 3
US 2
US 1
US n
US 6
US 5
US 4
US 3
US 2
US 1
Product
Owner
BAU (ongoing): Move work to the people

14. 15
Many teams together; one product,
integration, dependencies, …
Agile Team
AUS n
US 6
US 5
US 4
US 3
US 2
US 1
Agile Team
B
Scrum
Master
Scrum
Master
Coordination via
Scrum of Scrums
not enough
Asks for a
project
organization
Project
Manager
Agile Teams
C, D, E
Scrum
Master
indefiniteindefiniteindefinite
US n
US 6
US 5
US 4
US 3
US 2
US 1
US n
US 6
US 5
US 4
US 3
US 2
US 1
US n
US 6
US 5
US 4
US 3
US 2
US 1
Product
Owner
Product
Owner
Product
Owner
BAU (ongoing): Move work to the people

15. 16
Many teams together; one product,
integration, dependencies, …
Agile Team
A
Agile Team
B
Scrum
Master
I can
do it!
Project
Manager
Agile Teams
C, D, E
indefiniteindefiniteindefinite
Project
Manager
Project Board
Portfolio Board
Project work
(temporary): Move
people to the work
US n
US 6
US 5
US 4
US 3
US 2
US 1
US n
US 6
US 5
US 4
US 3
US 2
US 1
Product
Owner
US n
US 6
US 5
US 4
US 3
US 2
US 1
US n
US 6
US 5
US 4
US 3
US 2
US 1
Product
Owner
Product
Owner
BAU (ongoing): Move work to
the people

16. 17
Many teams together; one product,
integration, dependencies, …
Agile Team
A
Agile Team
B
No project
organization
Project
Manager
Agile Teams
C, D, E
indefiniteindefiniteindefinite
Integration Team,
Roadmap Manager,
Release train, …
indefinite
US n
US 6
US 5
US 4
US 3
US 2
US 1
Scrum
Master
Portfolio Board
US n
US 6
US 5
US 4
US 3
US 2
US 1
US n
US 6
US 5
US 4
US 3
US 2
US 1
Product
Owner
US n
US 6
US 5
US 4
US 3
US 2
US 1
US n
US 6
US 5
US 4
US 3
US 2
US 1
Product
Owner
Product
Owner
BAU (ongoing): Move work to
the people
Chief PO,
Product Manager
Managing the
product
backlog

17. 19
But be careful, don’t throw them all!
Maybe you still need some!
Abbey Lincoln: Throw It Away
Project Managers can be thrown away

18. 20
Many (one-time) teams; one product,
integration, dependencies, …
Agile Team
B
Agile Team
C
Asks for a
project
organization
Project
Manager
Agile Teams
D, E
indefiniteindefiniteOne-time
Team A
One-time
And a hybrid
approach
Scrum
Master
Project work (temporary): Move people to the work BAU (ongoing): Move work to the people
US n
US 6
US 5
US 4
US 3
US 2
US 1
US n
US 6
US 5
US 4
US 3
US 2
US 1
Product
Owner
Product
Owner

19. 21
Many (one-time) teams; one product,
integration, dependencies, …
Agile Team
B
Agile Team
C
I can do
it!
Agile Teams
D, E
indefiniteindefiniteOne-time
Team A
One-time
Scrum
Master
Project
Manager
Project Board
BAU (ongoing): Move work to
the peoplePortfolio Board
Project work (temporary):
Move people to the work
US n
US 6
US 5
US 4
US 3
US 2
US 1
US n
US 6
US 5
US 4
US 3
US 2
US 1
Product
Owner
Product
Owner
Project
Manager

20. 22
Many (one-time) teams; one product, integration,
dependencies: hybrid organization
Agile Team
B
Agile Team
C
I can do
it!
Agile Teams
D, E
indefiniteindefiniteOne-time
Team A
One-time
Scrum
Master
Project
Manager
Project Board
BAU (ongoing): Move work to
the peoplePortfolio Board
Project work (temporary):
Move people to the work
US n
US 6
US 5
US 4
US 3
US 2
US 1
US n
US 6
US 5
US 4
US 3
US 2
US 1
Product
Owner
Product
Owner
Project
Manager
ART, LeSS, Nexus, …
US n
US 6
US 5
US 4
US 3
US 2
US 1
Chief PO,
Product Manager

21. 23
Agenda
© HWP Consulting / version 7.0 / 07-2017
To do In progress Done
2. Bird’s eye view
of frameworks
3. Implementation
Pitfals
4. Questions
0. Intro1. Scaling in
general

22. 24
Many different trees in the Agile forest

23. 25
A bird’s eye view on the agile forest
Source: Scaling agile in organisaties – Henny Portman
Business as usual / indefiniteOne-time projects/progr.
Team-targeted
AgileDS
Spotify model
(Tribes, Squads,
Chapters, Guilds)
ScALeD (Scaled
Agile and Lean
Development)
TeamlevelProduct-orprogrammelevel
Culture-targeted
AgileSHIFT
Agile Fluency Model
OSA (Open Space Agility)
Agility Scales
Holocracy,Sociocracy
Agendashift
Heart of Agile
Praxis
PfMlevel
Team level: Scrum, Kanban, Scrumban, (Bus)DevOps, Design Thinking
Engineering level: XP, ATDD, TDD, BDD, FDD, EDD, UX Design, AgileBA, CI/CD, AM
Source: Scaling
agile in organisaties
– Henny Portman
Project level:
AgilePM
PRINCE2 Agile
PMI-ACP
Project Half Double
Programme level:
AgilePgM (MSP)
Product-
targeted
LeSS (Large
Scale Scrum)
Nexus (Scaled
professional Scrum)
S@S (Scrum at
Scale)
DisciplinedAgile(DA)
Toyota Flow System (TFS)
SAFe(ScaledAgile
Framework)
Portfolio level: DA, MoP, SfPfM, SAFe, AgilePfM, E-B PfM, Bimodal PfM

24. 26
Agenda
© HWP Consulting / version 7.0 / 07-2017
To do In progress Done
2. Bird’s eye view
of frameworks
3. Implementation
Pitfals
4. Questions
0. Intro
1. Scaling in
general

25. Make Scrum works within the culture of an organization
© HWP Consulting / version 3.1 / 07-2017
Many failures, why?

26. 28
Implementing Scrum (agile way of working)
© HWP Consulting / version 3.1 / 07-2017
Google

27. © HWP Consulting / version 3.1 / 07-2017
Make Scrum works within the culture of an organization
Agile
culture
Company
culture

28. 30
Yeah sure PO, you have mandate
And then I said …

29. 31
Yeah sure PO, you have mandate
And then I said …

30. © HWP Consulting / version 3.1 / 07-2017
Make Scrum works within the culture of an organization
Traditional organization Agile organization
Position / function Role
Expert Generalist
Team lead Coach
Product / Project Manager Product Manager / Product Owner
Responsibility of line management: Team, daily
operation
Responsibility of line management: Individual
(focus intrinsic motivation), strategy
Passiveness Activeness
Planning of uncertainty over a long horizon Planning for a short and clear time horizon
In-transparency Transparency
Presence Accomplishment
Customer as an alien Involvement of customers
Delegation of responsibility Adoption of responsibility
Control Self-responsibility – positive idea of man
Job Passion
The Scrum Culture – Dominik Maximini

31. 33
Leading causes of failed agile projects
Organizational culture at odds with agile values 52%
General organization resistance to change 48%
Inadequate management support and sponsorship 44%
Lack of skills/experience with agile methods 40%
36%
Insufficient training and education 35%
Lack of business/customer/product owner availability 32%
Pervasiveness of traditional development methods 28%
Fragmented tooling and project-related data/measurements 26%
Minimal collaboration and knowledge sharing 24%
Regulatory compliance or governance issue 16%
13th annual State of Agile Report
Inconsistent processes and practices across teams

32. 34
Agenda
© HWP Consulting / version 7.0 / 07-2017
To do In progress Done
1. Scaling in
general
3. Implementation
Pitfals
4. Questions
0. Intro
2. Bird’s eye view
of frameworks

33. 35
Contact details
My Blog: https://hennyportman.wordpress.com
My LinkedIn profile (feel free to connect):
https://www.linkedin.com/in/hennyportman/
My mail address: Henny.portman@planet.nl
On request I can give (agile) project, programme, portfolio management or PMO
training classes or project board awareness workshops, grasp sessions scaling
agile, P3M3 maturity scans, et cetera.
You can reach me on +31 6 21512 987 or
http://www.hwptraining.nl or http://hwpconsulting.nl
© HWP Consulting / version 7.0 / 07-2017