Traditional PMOs are considered the motherships of project management disasters. Over the past 2 decades, DSDM has proven to be a rigorous Agile method allowing companies to deliver projects successfully in an Agile manner. However, we still need to find ways to address the most common challenges encountered by most organisations trying to adopt Agile ways: - Coordinate the deliverables and needs of multiple Agile teams; - Create an environment of effective collaboration and communication across the organisational boundaries; - Expand Agility beyond the traditional IT space; and, - Balance the demand and capabilities of organisations to produce improved business flow. Few companies truly treat themselves as a network of interdependent components that work together to try to accomplish a common goal. Does your PMO follow a systemic approach? How do you maintain the continuity and flow of the system? The challenge is to maximise the desirable Agile benefits from ‘Individuals (Teams) and Interactions’ to multiple teams and ever-larger systems, without losing our Lean temperament. In this presentation, the authors will present how Lean Thinking and Kanban can be used in conjunction with the DSDM lifecycle to successfully create an improved PMO focused on re-architecting the Business Flow and Balance of Demand.

1. KANBAN WELCOME
TO
PMO

2. SO

3. DELIVER
BUSINESS
WE
TRUE
CAN
VALUE
FASTER*?

4. WHY DOMATURING
COMPANIES
FACE
ISSUES
PRODUCTIVITY
?
WITH
QUALITY
MORALE TIME-TO-MARKET&

5. WHY DOPRODUCT
DEVELOPMENT
ECONOMIC
MISS
PROJECTS
THEIR
?
OBJECTIVES

6. CANWEDECREASE
WASTEFUL TASKS 98%?
2050

7. CANWEOFFER
ANYKEY
TAKEAWAYS
?

8. Lazaro Wolf
@lazarowolf
Jose Casal
@jose_casal
ACTINIUM.IO

9. READY

10. GO

11. PUSH VS
PULL ORGANISATIONS
Push
Pull

12. PUSH VS
PULL ORGANISATIONS
‣ In Push Organisations:
‣ Decision making in isolation
‣ Lack of visibility and transparency
‣ Unclear expectations and goals
‣ Lack of economic prioritisation of projects and
misalignment with strategic goals
‣ Lack of Empowerment and Enablement of
Employees to meet Expectations

13. PUSH VS
PULL ORGANISATIONS
‣ In Pull Organisations:
‣ Teams self-organise based on Capacity and Capability
‣ Equal contributors to the Problem-Solving process
‣ Maintain their Commitment
‣ Create engaging environment w/ passion and
excitement
‣ Predictability
‣ Probabilistic Planning & Forecasting
‣ Smooth journey from concept to cash

14. DSDM LIFECYCLE PROCESS
Deployment
Feasibility
Delivery
Foundations
Pre-Project
Post-Project

15. PROCESS MAPPING
Deployment
Feasibility
Pre-Project Foundations
Delivery
Post-Project
Pre-Project Feasibility Foundation Delivery Deploy Post-Project

16. KANBAN PMO
Pre-Project Feasibility Foundation Delivery Deploy Post-Project

17. KANBAN PMO
Pre-Project Feasibility Foundation Delivery Deploy Post-Project

18. VISUALISATION
‣ Merits in managing your Portfolio:
‣ Identify which projects are blocked
‣ Raise awareness of the bottlenecks
‣ Align projects with teams
‣ Highlight the current workload
‣ Resolve interdependencies
‣ Prioritise projects based on economic drivers
‣ Visualise the stage of each project in the portfolio
‣ Classify projects by their nature using colour aids

19. KANBAN PMO
∞ 4 - 12 2 - 6 3 3
Pre-Project Feasibility Foundation Delivery Deploy Post-Project

20. WORKLOAD V S CAPACITY
‣ Set WIP Limits:
‣ Balance the demand for more work with the
capacity to deliver quality products
‣ WIP Limits create a coordination mechanism
‣ Enable a pull-based system
‣ Sustainable teams working in a productive and
predictable environment
‣ WIP Limits signal availability & expose issues
‣ Focus on flow and not on utilisation

21. “ “ Avoid futility of endless busyness, make time to
renew, find time gaps to reflect, take advantage
of slack to respond to change.
– Stephen Covey

22. KANBAN PMO
∞ 4 - 12 2 - 6 3 3
Pre-Project Feasibility Foundation Delivery Deploy Post-Project
EXPEDITE

23. FLOW MANAGEMENT
‣ Manage your portfolio with valuable data
‣ Prioritisation made on economic value
(e.g. Cost of Delay, Real Options)
‣ Identify and manage different types of projects
(e.g. S/M/L or Internal/External)
‣ Understand your system (Cumulative Flow
Diagrams, Lead Time Distributions)
‣ Accurate Probabilistic Forecasting of Project
Completion

24. EXPEDITE PROJECTS
‣ Expedite Projects cause Business Critical Impact
‣ Expediting provides a means to respond
‣ Swarming on the project
‣ ACT!

25. KANBAN PMO
∞ 4 - 12 2 - 6 3 3
Pre-Project Feasibility Foundation Delivery Deploy Post-Project
EXPEDITE

26. PROJECT SWIMLANES
‣ Visualise and Manage Team Workloads
‣ Focus on completing projects
‣ Avoid project multi-tasking
‣ Coordinate multi-project deployments

27. Delivery
3
Pre-Project Feasibility Foundation Deploy
Post-Project
3
∞ 4 - 12 2 - 6
EXPEDITE
Backlog Development
KANBAN PMO
Project Summary

28. Delivery
3
Pre-Project Feasibility Foundation Deploy
Post-Project
3
∞ 4 - 12 2 - 6
EXPEDITE
Backlog Development
KANBAN PMO
Project Summary
To-Do Doing Done
To-Do Doing Done
To-Do Doing Done

29. NESTED BOARDS
‣ Detailed work at team level board
‣ Interfaces well with Scrum Teams.
‣ Regularly prioritised backlog based on business value
‣ Tickets in this board form the Sprint Goals or
the Sprint Backlog Stories
‣ PSI from Scrum Teams contribute towards
Deploy phase

30. Delivery
3
Pre-Project Feasibility Foundation Deploy
Post-Project
3
∞ 4 - 12 2 - 6
EXPEDITE
Backlog Development
KANBAN PMO
Project Summary
To-Do Doing Done
To-Do Doing Done
EXPLICIT
POLICIES
EXPLICIT
POLICIES
EXPLICIT
POLICIES
EXPLICIT
POLICIES
EXPLICIT
POLICIES

31. POLICIES EXPLICIT
‣ Definition of Done for each stage aligned to the products
‣ Eg.: a policy for moving between Feasibility and
Foundations would be to have completed the
following products:
‣ Outline Business Case
‣ Risk Assessment
‣ Outline Solution
‣ Feasibility Prototype (opt.)
‣ Outline Plan
‣ Project Approach Questionnaire

32. FEEDBACK LOOPS
Iteration Reviews
Timebox Reviews
Timebox Retrospectives
Project Reviews
Project Retrospectives
Monthly Operational Reviews
Replenishment Workshops
Portfolio Forecasting Sessions
Benefit Realisation Reviews

33. THANKS