The document discusses the implementation of Lean PMO principles in traditional project management to enhance value-adding processes and improve team organization around work streams. It highlights the benefits of clearer reporting and prioritization, while addressing challenges such as maintaining team perspective and communication overhead. The conclusion emphasizes that Lean PMO provides a structured approach for managing programs in large enterprises, focusing on simplicity and relevance to program goals.

1. Lean
PMO
in
everyday
Agile
Prashanth
Madhavan
Narasimhan
Lead
Consultant,
Agile
Coach,
Product
Owner

2. Lean
PMO
• Adap=ng
Lean
principles
to
tradi=onal
Project
Management
Office
– Work
only
on
value-­‐adding
work
– Keep
processes
simple
– Increase
throughput
– Subordinate
to
the
boGleneck
(From
TOC)
For
more
details
view:
hGp://www.slideshare.net/npm123/enterprise-­‐agile-­‐42978609

3. Team
Organiza=on
• Organize
teams
around
streams
of
work
• Value
adding
streams
of
work
• Break
into
smaller
streams
of
work
Benefits
• BeGer
repor=ng
on
business
value
• Easier
priori=za=on
if
streams
are
broken
down
Challenges
• Teams
might
struggle
to
see
the
bigger
picture
• More
overhead
in
terms
of
team
communica=on

4. Poly
skilling
Team
member
rota*on
across
streams
• Ge_ng
team
members
to
work
in
different
streams
• Helps
gain
context
on
other
streams
• Helps
during
integra=on
tes=ng
and
socware
design
Team
member
rota*on
across
func*ons
• Ge_ng
team
members
to
work
in
different
func=onal
roles
like
Dev,
QA
etc
• Helps
in
diagnosing
problems
beGer
• Helps
in
throughput
since
work
is
not
dependent
on
a
specific
perso

5. Throughput
Design
team
processes
for
maximum
throughput
• Limit
work
that
can
be
taken
in
a
sprint
• Visually
radiate
informa=on
on
boGlenecks
to
the
team
• Poly-­‐skilled
teams
can
work
to
complete
the
commiGed
work
before
signing
up
for
more
work

6. Quality
• Constantly
regressing
for
quality
to
maintain
socware
quality
– Raise
early
alarms
if
things
don’t
work
well
– Stop
future
work
to
ensure
quality
is
good
– Make
sure
that
the
socware
is
working
and
maintainable
before
signing
up
for
new
work
– Design
team
processes
like
retrospec=ves
or
bug
triages
to
understand
how
to
uphold
quality
standards

7. Architecture
• Based
on
the
complexity
of
the
program
and
the
stream,
we
could
go
with
Big
upfront
design
versus
Itera=ve
design
– Design
team
processes
like
dev
huddles
to
work
on
issues
related
to
integra=on
– Have
the
safety
net
of
end
to
end
integra=on
tes=ng
to
validate
any
architectural
assump=ons

8. Conclusion
• Lean
PMO
is
a
structured
and
disciplined
approach
for
large
enterprises
to
manage
programs
• They
can
be
broken
down
into
specific
prac=ces
for
teams
• The
essence
is
to
stay
simple
and
relevant
to
the
program
goal
and
for
streams
to
figure
out
which
team
prac=ce
suits
them

9. About
Me
• The
author
is
a
lead
consultant
/
agile
coach
at
Thoughtworks
and
has
10
years
of
experience
in
so:ware
delivery
–
5
of
which
has
been
with
enabling
enterprise
adapt
agile.
• The
author
regularly
writes
at
www.madhavanwrites.blogspot.com