This document proposes adopting an Agile methodology called Kanban to improve the efficiency of digital teams at a communications agency called Text100. The agency is transitioning to integrated digital communications work from traditional PR. Currently, project planning and execution uses a "waterfall" approach that does not allow for flexibility.
The document introduces Kanban and how it can help by making work visible, limiting work-in-progress, ensuring steady workflow, and facilitating iteration. It describes a one-month experiment using Kanban boards, daily stand-up meetings, and fortnightly reflections for the OMRON client account. Initial results included prioritizing bottleneck tasks, understanding dependencies, and increased efficiency. The document reflects on Kanban's
This document provides an overview of Agile Project Management. It begins by describing some of the limitations of traditional project management approaches, such as long timelines and products becoming outdated. It then introduces Agile Project Management as an alternative approach that allows for flexibility and incorporating feedback throughout the project. Several key aspects of Agile Project Management are summarized, including focusing on short "sprints" of work, daily stand-up meetings, emphasizing customer collaboration, and being able to change direction based on learning. Comparisons are made between Agile and traditional approaches, with Agile noted as particularly suitable for unstable or changing environments.
The Agile PMO: Ensuring visibility and governanceMatt Holitza
The document discusses how an agile project management office (PMO) can help ensure visibility and governance of agile projects. It outlines some pitfalls that can jeopardize a traditional PMO and attributes of a successful PMO. The document then discusses how agile benefits PMOs by helping them align projects to goals, improve success rates over time, enhance competence, develop standards, promote a collaborative tone, and encourage continuous learning. An agile PMO can achieve these benefits through practices like a whole team approach, transparency, integrated tooling, and continuous process improvement.
The document discusses responsibilities and competencies for an Agile/Lean Project Management Office (PMO). It describes how a PMO can support Agile projects through stable teams, empowering teams, limiting work in progress, and regularly reassessing value delivery. It also discusses portfolio management responsibilities like achieving continuous flow of business value through short cycle times and validated learning over business cases. The document recommends incremental funding approaches and consistency across processes to support Agile/Lean practices.
The document discusses the need for Project Management Offices (PMOs) to shift from a traditional, process-focused approach to an agile, value-driven approach in order to increase their effectiveness and avoid common pitfalls. It outlines how an Agile PMO can promote lean thinking, pull-based prioritization and resource allocation, streamlined delivery to reduce waste, and agile leadership. The presentation argues that PMOs must change their focus to delivering business value through faster project delivery in order to keep up with increasing competition and support organizational innovation.
The document discusses business process analysis and design. It introduces various process modeling toolsets and outlines their benefits. Key points include:
1) Process analysis involves understanding current work and measuring what adds value, while process design optimizes tasks to generate value for stakeholders.
2) Process modeling toolsets help visualize and improve processes by identifying unnecessary steps and inefficiencies.
3) Analyzing and optimizing processes can increase efficiency, effectiveness, and customer satisfaction to provide strategic advantages.
The reality is that a paradigm shift is needed to enable the Agile PMO to deliver the correct support and provide an acceptable level of guidance for project managers in a collaborative and co-operative approach.
This will result in the ability to work with the project and business teams to fast track projects through to delivery while ensuring that the components of the triple constraints evolves into a managed agile enterprise project and programme environment.
This document provides an overview of Agile Project Management. It begins by describing some of the limitations of traditional project management approaches, such as long timelines and products becoming outdated. It then introduces Agile Project Management as an alternative approach that allows for flexibility and incorporating feedback throughout the project. Several key aspects of Agile Project Management are summarized, including focusing on short "sprints" of work, daily stand-up meetings, emphasizing customer collaboration, and being able to change direction based on learning. Comparisons are made between Agile and traditional approaches, with Agile noted as particularly suitable for unstable or changing environments.
The Agile PMO: Ensuring visibility and governanceMatt Holitza
The document discusses how an agile project management office (PMO) can help ensure visibility and governance of agile projects. It outlines some pitfalls that can jeopardize a traditional PMO and attributes of a successful PMO. The document then discusses how agile benefits PMOs by helping them align projects to goals, improve success rates over time, enhance competence, develop standards, promote a collaborative tone, and encourage continuous learning. An agile PMO can achieve these benefits through practices like a whole team approach, transparency, integrated tooling, and continuous process improvement.
The document discusses responsibilities and competencies for an Agile/Lean Project Management Office (PMO). It describes how a PMO can support Agile projects through stable teams, empowering teams, limiting work in progress, and regularly reassessing value delivery. It also discusses portfolio management responsibilities like achieving continuous flow of business value through short cycle times and validated learning over business cases. The document recommends incremental funding approaches and consistency across processes to support Agile/Lean practices.
The document discusses the need for Project Management Offices (PMOs) to shift from a traditional, process-focused approach to an agile, value-driven approach in order to increase their effectiveness and avoid common pitfalls. It outlines how an Agile PMO can promote lean thinking, pull-based prioritization and resource allocation, streamlined delivery to reduce waste, and agile leadership. The presentation argues that PMOs must change their focus to delivering business value through faster project delivery in order to keep up with increasing competition and support organizational innovation.
The document discusses business process analysis and design. It introduces various process modeling toolsets and outlines their benefits. Key points include:
1) Process analysis involves understanding current work and measuring what adds value, while process design optimizes tasks to generate value for stakeholders.
2) Process modeling toolsets help visualize and improve processes by identifying unnecessary steps and inefficiencies.
3) Analyzing and optimizing processes can increase efficiency, effectiveness, and customer satisfaction to provide strategic advantages.
The reality is that a paradigm shift is needed to enable the Agile PMO to deliver the correct support and provide an acceptable level of guidance for project managers in a collaborative and co-operative approach.
This will result in the ability to work with the project and business teams to fast track projects through to delivery while ensuring that the components of the triple constraints evolves into a managed agile enterprise project and programme environment.
Technique To Prioritize Key Tasks In Agile Process Powerpoint Presentation Sl...SlideTeam
“You can download this product from SlideTeam.net”
A technique that helps the organization to prioritize various activities in their software development project is known as prioritization technique in agile. The following presentation provides an overview of the project and implements agile methodology in the same, once agile methodology is implemented a list of priority task is identified with the help of multiple techniques such as MoSCoW, Kano Model and relative average method. This presentation is helpful for IT organizations and IT managers with an objective to optimize their software development process by identifying tasks that are to be given utmost priority with the help of different types of prioritization techniques. Initially this presentation provides an overview of the project as it displays the project details and the structure of the project team which has scrum master, developers and operational team. Once the project overview is taken the approach for software development is decided. Once the workings and operations of the project are decided, various prioritization techniques are utilized in order to identify key priority tasks. These techniques can be MoSCoW or Must have, should have, could have and would have or Kano model or weighted average method. After utilizing these techniques multiple key priority tasks are identified. After carefully understanding the priority tasks the cost of the entire project is highlighted and the performance of the project is tracked with the help of various KPIs or key performance indicators. https://bit.ly/30FTo2U
The Agile PMO: From Process Police to Adaptive LeadershipLitheSpeed
The document discusses the role of an Agile PMO in transitioning from a traditional "process police" role to one of adaptive leadership. Key points:
1. An Agile PMO can help with project prioritization and selection by bringing lean discipline, guiding portfolio tracking using Agile reporting, and moving to stable teams models for resource management.
2. Portfolio coordination techniques like a portfolio alignment wall can help visualize dependencies and optimize work across teams.
3. Stable teams with dedicated resources focused on single projects can improve focus, accountability, delivery speed, and predictability compared to frequently switching resources.
4. A sustainable Agile adoption supports teams through a culture of process discipline, empowering
The document discusses the need for Project Management Offices (PMOs) to adopt an Agile approach in order to drive value and act as change agents within their organizations. Traditional PMOs often focus too much on processes and tools rather than value, and fail to promote faster delivery of products. An Agile PMO can help by facilitating selection and prioritization of valuable projects, effective resource allocation, and streamlined delivery to reduce waste. This requires the PMO to take on more of a leadership role focused on value, rather than just project management. The presentation argues that for PMOs to be successful, they must embrace this new Agile mindset.
This document discusses using Kanban for project portfolio management. Some key points:
1) Traditional portfolio management relies on annual budgets, detailed planning, and fixed scope/costs which creates rigidity and reduces options. Kanban advocates for a more adaptive, value-driven approach.
2) The core Kanban practices - visualize workflow, limit work-in-progress, measure and manage flow, etc. - can be applied at the portfolio level to surface bottlenecks and continuously improve.
3) Visualizing the portfolio on boards helps understand demand, capacity, and flow. Limiting WIP by priority, team capacity, and other factors improves options and ability to finish work.
4) Kanban portfolio
Learn how an evolved PMO can bring discipline to project prioritization, track project portfolios, and provide the support teams need to embrace Agile.
The document discusses how Agile development practices can help improve the customer experience but that application development teams need to collaborate closely with customer experience professionals. It recommends that AD&D leaders embed CX professionals into Agile teams so they can deliver software with a great user experience aligned to business needs. Doing so will allow teams to iteratively improve the CX through practices like developing minimal viable products and delivering software in small batches with frequent feedback.
The document discusses four key concepts that large organizations adopting Agile must manage: type of work, size of teams, project governance, and portfolio governance. It outlines three types of work (ongoing product development, new product development, corporate initiatives), and two governance processes (roadmap and backlog, stage gate). The document also discusses how to determine team size and allocate teams based on the type of work.
Conclusive research findings inform us that many PMOs are disbanded in two years. Yet; we repeat the same mistakes in our PMO implementations – wasting money, resources and time. In this practical, interactive discussion the focus will be on the value driven PMO as an integrator, enabler, differentiator, and change agent in business, development and the organization in general.
Michael’s will address the essential model for PMO value enablement:
1. The two key concept of the Agile PMO – a PMO that is inherently agile, adaptive and value driven and a PMO that interfaces between Agile product delivery and the traditional Waterfall organization
2. How to ensure effective streamlined delivery by abolishing waste
3. How to effectively select and prioritize opportunities
4. How to manage resource allocation from a top down approach in an effective manner by targeting critical resources
It is all about value – and no, documents don’t provide it;
PMO focus on strategic resources, Agile provides the local empirical leadership;
PMO perception change – being the good guys;
How many of you manage a PMO or have a PMO in the organization
Have you seen failures? What are the challenges?
What makes a PMO – Agile?
Yes we have a PMO in the organization and…
This document describes a process called Single Point Continuous Flow that combines elements of Scrum and Kanban for executing small, self-contained projects quickly. Key aspects include: limiting work-in-progress to one story per developer; having developers work on stories from start to finish with minimal interruptions; maintaining a prioritized backlog of ready stories; and applying lean principles like continuous flow and minimizing waste. The process evolved over six months for a team that saw their throughput increase by 60% when adjusted for hours, demonstrating the effectiveness of this Scrumban-inspired approach for small, focused development efforts.
Project To Product: How we transitioned to product-aligned value streamsTasktop
The project to product movement is quickly gathering speed - a recent Gartner report found that 85% of respondents are shifting to a product-centric mentality. However, the complexity and uncertainty of software delivery at scale, coupled with the sheer number of people involved in the process, is too much for traditional project management techniques. Motivation is not enough to achieve a successful transformation—the product-centric model requires new skill sets, different investments and a change in culture.
What does the shift away from project-thinking really look like?
During this webinar, Tasktop VP of Product Development, Nicole Bryan, combines our own journey with the experience of working with our enterprise customers, to paint a clear picture of the cross-organizational challenges in store - and how you can address them by:
- Adopting a “customer-first” mindset
- Appointing a Product Value Stream Lead and a Product Manager
- Implementing the Flow Framework™ to align the language of IT with the language of the business
Why outsource at all, why Scrum and how to find a perfect candidate to do the job?
What are the advantages of reading the e-book?
#Better understanding of basic Scrum, Agile and outsourcing method,
#Understanding of the importance of group work and consequences of that approach,
#Understanding of business value that comes with getting project done in Scrum,
#Better understanding and need of preparedness for making a project in Scrum.
What Does Agile Mean to the Modern PMOMike Otranto
Given that digital business require Agile PPM (bimodal IT), PMO leaders are challenged to adapt governance processes to cover new, agile Mode 2 efforts that are not from the same mold as “traditional” project management structures. The requirement of successfully delivering projects using multiple delivery approaches side-by-side is not just a possibility, it is a high probability.
How has Agile PPM (bimodal IT) impacted the PMO?
How are Agile PPM (bimodal IT) application projects different than traditional projects?
How should project management methods, strategies and techniques change to support digital PMO in bimodal IT organizations?
DevOps is an exciting new management framework that combines software development and IT operations. It aims to shorten the systems development life cycle and provide continuous delivery with high software quality. DevOps is rapidly popularity across the IT industry due to the ease with which it can be used in combination with Agile software development.
Original Source: https://www.knowledgetrain.co.uk/it/devops/what-is-devops
The Agile PMO - practical value driven change leadership in projects and portfolios.
Conclusive research findings show that approximately %50 of PMOs are disbanded in two years. Yet, we repeat the same mistakes in our PMO implementations – wasting money, resources and most important – wasting time. In this presentation we focus on the value driven PMO as an integrator, enabler, differentiator, and change agent in business, development and the organization in general.
We analyze the essential model for PMO value enablement which answers:
• What is the strategic role of the value driven PMO in business;
• How to ensure effective streamlined delivery;
• How to effectively select and prioritize opportunities;
• How to manage resource allocation.
Key take away – a PMO must deliver value to the organization constantly. Value isn’t templates, tools and processes rather it is the ability to finish the right projects faster!
Flawless Project Execution The Road To Greatness For Professional Services Firmsarjencornelisse
White Paper on flawless project execution for professional services firms. It discusses:
1) Best practices must be integrated across the entire organization to consistently deliver projects on time and under budget. Best-in-class firms are more likely to have integrated solutions based on best practices.
2) Increased competition and lower volumes are forcing firms to cut costs. Those that can deliver projects efficiently will have a long-term competitive advantage.
3) Complex projects require established best practices, yet many firms have not adapted their processes. Implementing industry-specific best practices is key to navigating future challenges.
The document discusses various frameworks for scaling agile development in large organizations. It introduces Disciplined Agile Delivery (DAD), the Scaling Agile Framework (SAFe), Agility Path, Continuous Improvement Framework (CIF), and Large Scale Scrum. DAD is described as a decision-oriented framework, while SAFe is presented as more prescriptive. The document emphasizes that principles are more important than practices and that adopting an agile mindset is key to successful scaling.
Excellent presentation on the Agile PMO give by Mr. Stephen Messenger during the Agile Consortium Inner Circle in Brussels on Oct. 23rd.
This presentation addressees key aspects of running agile project and programme offices. The focus is mainly on the introduction and running of project management offices within an agile environment. As agile becomes increasingly popular among development teams within larger organisations frictions often arise between the different ‘cultures’. Often a PMO is seen as the ‘process police’ to be feared rather than a centre of excellence to be called upon for support, guidance and assistance. The PMO is often caught between the projects and the overall organisation, with demands coming from both sides. Getting the best for the business while ensuring the most important projects to the business receive a key focus to ensure maximum success, remains key however.
The 3 Revolutions (Agile, Lean, Lean Startup)Claudio Perrone
This is the (long overdue) translation of my opening keynote at the Italian Agile Day. I just presented it for IASA Ireland (International Association Software Architects).
The a3thinker.com iphone/ipad app I mentioned (on Lean problem solving, 5 Whys, etc) went on sale on the Apple store on Mar 18. The A3 Thinker's Action Deck (physical cards) is going to be on sale shortly...and it is just awesome ;-)
What is Agile Project Management? | Agile Project Management | Invensis Learn...Invensis Learning
This document discusses various topics related to agile project management. It begins with defining agile, project management, and agile project management. It then covers agile values and principles, comparing agile to the waterfall model, and challenges of agile project management. The document also discusses popular agile frameworks like Scrum, Kanban, XP, FDD, and DSDM. It concludes by looking at career paths in agile project management such as certifications in AgilePM and PRINCE2 Agile.
Alex Yates, VP Communications, recruited, trained, and coached a team of marketing volunteers. After developing the strategy Alex onboarded each member to find a tactical fit to complement their skills, but also assigned them to shadow another team member to strengthen a weakness in their personal arsenal.
This presentation discusses lessons learned from managing high performing digital teams. It covers recruiting team members based on personality, passion, motivation and problem solving skills. It emphasizes the importance of having clear values, resources, organization, and developing the team. The presentation also discusses how to motivate teams through satisfaction, testing, learning from failures, and knowing when it's time for change. As an example, the speaker discusses his digital team at Play which is organized around customer needs and has a variety of skills.
Technique To Prioritize Key Tasks In Agile Process Powerpoint Presentation Sl...SlideTeam
“You can download this product from SlideTeam.net”
A technique that helps the organization to prioritize various activities in their software development project is known as prioritization technique in agile. The following presentation provides an overview of the project and implements agile methodology in the same, once agile methodology is implemented a list of priority task is identified with the help of multiple techniques such as MoSCoW, Kano Model and relative average method. This presentation is helpful for IT organizations and IT managers with an objective to optimize their software development process by identifying tasks that are to be given utmost priority with the help of different types of prioritization techniques. Initially this presentation provides an overview of the project as it displays the project details and the structure of the project team which has scrum master, developers and operational team. Once the project overview is taken the approach for software development is decided. Once the workings and operations of the project are decided, various prioritization techniques are utilized in order to identify key priority tasks. These techniques can be MoSCoW or Must have, should have, could have and would have or Kano model or weighted average method. After utilizing these techniques multiple key priority tasks are identified. After carefully understanding the priority tasks the cost of the entire project is highlighted and the performance of the project is tracked with the help of various KPIs or key performance indicators. https://bit.ly/30FTo2U
The Agile PMO: From Process Police to Adaptive LeadershipLitheSpeed
The document discusses the role of an Agile PMO in transitioning from a traditional "process police" role to one of adaptive leadership. Key points:
1. An Agile PMO can help with project prioritization and selection by bringing lean discipline, guiding portfolio tracking using Agile reporting, and moving to stable teams models for resource management.
2. Portfolio coordination techniques like a portfolio alignment wall can help visualize dependencies and optimize work across teams.
3. Stable teams with dedicated resources focused on single projects can improve focus, accountability, delivery speed, and predictability compared to frequently switching resources.
4. A sustainable Agile adoption supports teams through a culture of process discipline, empowering
The document discusses the need for Project Management Offices (PMOs) to adopt an Agile approach in order to drive value and act as change agents within their organizations. Traditional PMOs often focus too much on processes and tools rather than value, and fail to promote faster delivery of products. An Agile PMO can help by facilitating selection and prioritization of valuable projects, effective resource allocation, and streamlined delivery to reduce waste. This requires the PMO to take on more of a leadership role focused on value, rather than just project management. The presentation argues that for PMOs to be successful, they must embrace this new Agile mindset.
This document discusses using Kanban for project portfolio management. Some key points:
1) Traditional portfolio management relies on annual budgets, detailed planning, and fixed scope/costs which creates rigidity and reduces options. Kanban advocates for a more adaptive, value-driven approach.
2) The core Kanban practices - visualize workflow, limit work-in-progress, measure and manage flow, etc. - can be applied at the portfolio level to surface bottlenecks and continuously improve.
3) Visualizing the portfolio on boards helps understand demand, capacity, and flow. Limiting WIP by priority, team capacity, and other factors improves options and ability to finish work.
4) Kanban portfolio
Learn how an evolved PMO can bring discipline to project prioritization, track project portfolios, and provide the support teams need to embrace Agile.
The document discusses how Agile development practices can help improve the customer experience but that application development teams need to collaborate closely with customer experience professionals. It recommends that AD&D leaders embed CX professionals into Agile teams so they can deliver software with a great user experience aligned to business needs. Doing so will allow teams to iteratively improve the CX through practices like developing minimal viable products and delivering software in small batches with frequent feedback.
The document discusses four key concepts that large organizations adopting Agile must manage: type of work, size of teams, project governance, and portfolio governance. It outlines three types of work (ongoing product development, new product development, corporate initiatives), and two governance processes (roadmap and backlog, stage gate). The document also discusses how to determine team size and allocate teams based on the type of work.
Conclusive research findings inform us that many PMOs are disbanded in two years. Yet; we repeat the same mistakes in our PMO implementations – wasting money, resources and time. In this practical, interactive discussion the focus will be on the value driven PMO as an integrator, enabler, differentiator, and change agent in business, development and the organization in general.
Michael’s will address the essential model for PMO value enablement:
1. The two key concept of the Agile PMO – a PMO that is inherently agile, adaptive and value driven and a PMO that interfaces between Agile product delivery and the traditional Waterfall organization
2. How to ensure effective streamlined delivery by abolishing waste
3. How to effectively select and prioritize opportunities
4. How to manage resource allocation from a top down approach in an effective manner by targeting critical resources
It is all about value – and no, documents don’t provide it;
PMO focus on strategic resources, Agile provides the local empirical leadership;
PMO perception change – being the good guys;
How many of you manage a PMO or have a PMO in the organization
Have you seen failures? What are the challenges?
What makes a PMO – Agile?
Yes we have a PMO in the organization and…
This document describes a process called Single Point Continuous Flow that combines elements of Scrum and Kanban for executing small, self-contained projects quickly. Key aspects include: limiting work-in-progress to one story per developer; having developers work on stories from start to finish with minimal interruptions; maintaining a prioritized backlog of ready stories; and applying lean principles like continuous flow and minimizing waste. The process evolved over six months for a team that saw their throughput increase by 60% when adjusted for hours, demonstrating the effectiveness of this Scrumban-inspired approach for small, focused development efforts.
Project To Product: How we transitioned to product-aligned value streamsTasktop
The project to product movement is quickly gathering speed - a recent Gartner report found that 85% of respondents are shifting to a product-centric mentality. However, the complexity and uncertainty of software delivery at scale, coupled with the sheer number of people involved in the process, is too much for traditional project management techniques. Motivation is not enough to achieve a successful transformation—the product-centric model requires new skill sets, different investments and a change in culture.
What does the shift away from project-thinking really look like?
During this webinar, Tasktop VP of Product Development, Nicole Bryan, combines our own journey with the experience of working with our enterprise customers, to paint a clear picture of the cross-organizational challenges in store - and how you can address them by:
- Adopting a “customer-first” mindset
- Appointing a Product Value Stream Lead and a Product Manager
- Implementing the Flow Framework™ to align the language of IT with the language of the business
Why outsource at all, why Scrum and how to find a perfect candidate to do the job?
What are the advantages of reading the e-book?
#Better understanding of basic Scrum, Agile and outsourcing method,
#Understanding of the importance of group work and consequences of that approach,
#Understanding of business value that comes with getting project done in Scrum,
#Better understanding and need of preparedness for making a project in Scrum.
What Does Agile Mean to the Modern PMOMike Otranto
Given that digital business require Agile PPM (bimodal IT), PMO leaders are challenged to adapt governance processes to cover new, agile Mode 2 efforts that are not from the same mold as “traditional” project management structures. The requirement of successfully delivering projects using multiple delivery approaches side-by-side is not just a possibility, it is a high probability.
How has Agile PPM (bimodal IT) impacted the PMO?
How are Agile PPM (bimodal IT) application projects different than traditional projects?
How should project management methods, strategies and techniques change to support digital PMO in bimodal IT organizations?
DevOps is an exciting new management framework that combines software development and IT operations. It aims to shorten the systems development life cycle and provide continuous delivery with high software quality. DevOps is rapidly popularity across the IT industry due to the ease with which it can be used in combination with Agile software development.
Original Source: https://www.knowledgetrain.co.uk/it/devops/what-is-devops
The Agile PMO - practical value driven change leadership in projects and portfolios.
Conclusive research findings show that approximately %50 of PMOs are disbanded in two years. Yet, we repeat the same mistakes in our PMO implementations – wasting money, resources and most important – wasting time. In this presentation we focus on the value driven PMO as an integrator, enabler, differentiator, and change agent in business, development and the organization in general.
We analyze the essential model for PMO value enablement which answers:
• What is the strategic role of the value driven PMO in business;
• How to ensure effective streamlined delivery;
• How to effectively select and prioritize opportunities;
• How to manage resource allocation.
Key take away – a PMO must deliver value to the organization constantly. Value isn’t templates, tools and processes rather it is the ability to finish the right projects faster!
Flawless Project Execution The Road To Greatness For Professional Services Firmsarjencornelisse
White Paper on flawless project execution for professional services firms. It discusses:
1) Best practices must be integrated across the entire organization to consistently deliver projects on time and under budget. Best-in-class firms are more likely to have integrated solutions based on best practices.
2) Increased competition and lower volumes are forcing firms to cut costs. Those that can deliver projects efficiently will have a long-term competitive advantage.
3) Complex projects require established best practices, yet many firms have not adapted their processes. Implementing industry-specific best practices is key to navigating future challenges.
The document discusses various frameworks for scaling agile development in large organizations. It introduces Disciplined Agile Delivery (DAD), the Scaling Agile Framework (SAFe), Agility Path, Continuous Improvement Framework (CIF), and Large Scale Scrum. DAD is described as a decision-oriented framework, while SAFe is presented as more prescriptive. The document emphasizes that principles are more important than practices and that adopting an agile mindset is key to successful scaling.
Excellent presentation on the Agile PMO give by Mr. Stephen Messenger during the Agile Consortium Inner Circle in Brussels on Oct. 23rd.
This presentation addressees key aspects of running agile project and programme offices. The focus is mainly on the introduction and running of project management offices within an agile environment. As agile becomes increasingly popular among development teams within larger organisations frictions often arise between the different ‘cultures’. Often a PMO is seen as the ‘process police’ to be feared rather than a centre of excellence to be called upon for support, guidance and assistance. The PMO is often caught between the projects and the overall organisation, with demands coming from both sides. Getting the best for the business while ensuring the most important projects to the business receive a key focus to ensure maximum success, remains key however.
The 3 Revolutions (Agile, Lean, Lean Startup)Claudio Perrone
This is the (long overdue) translation of my opening keynote at the Italian Agile Day. I just presented it for IASA Ireland (International Association Software Architects).
The a3thinker.com iphone/ipad app I mentioned (on Lean problem solving, 5 Whys, etc) went on sale on the Apple store on Mar 18. The A3 Thinker's Action Deck (physical cards) is going to be on sale shortly...and it is just awesome ;-)
What is Agile Project Management? | Agile Project Management | Invensis Learn...Invensis Learning
This document discusses various topics related to agile project management. It begins with defining agile, project management, and agile project management. It then covers agile values and principles, comparing agile to the waterfall model, and challenges of agile project management. The document also discusses popular agile frameworks like Scrum, Kanban, XP, FDD, and DSDM. It concludes by looking at career paths in agile project management such as certifications in AgilePM and PRINCE2 Agile.
Alex Yates, VP Communications, recruited, trained, and coached a team of marketing volunteers. After developing the strategy Alex onboarded each member to find a tactical fit to complement their skills, but also assigned them to shadow another team member to strengthen a weakness in their personal arsenal.
This presentation discusses lessons learned from managing high performing digital teams. It covers recruiting team members based on personality, passion, motivation and problem solving skills. It emphasizes the importance of having clear values, resources, organization, and developing the team. The presentation also discusses how to motivate teams through satisfaction, testing, learning from failures, and knowing when it's time for change. As an example, the speaker discusses his digital team at Play which is organized around customer needs and has a variety of skills.
Building Great Digital Marketing TeamsRand Fishkin
The document discusses how to build great digital marketing teams. It covers topics like recruiting top talent through reputation and social channels, hiring for cultural fit over just skills, empowering marketers through transparency, accountability, and goal setting. It also recommends tools for tasks like resume building, project management, and performance reviews that can help marketing teams succeed.
How to design a modern Marketing and Communications department in an agile ma...Paul Cowan
Marketing departments still remain in an old, hierarchical structure with a massive reliance on agencies and vendors to do much of the brand positioning and communications work. This model is inefficient, outdated and removes the IP from the ownership of the company. This document reveal the 3 key issues that are forcing change on how marketing organizations structure and deploy, with a recommended structure and people required in the modern marketing world.
Modern marketing organizational structure @kaykas - jascha kaykas-wolffJascha Kaykas-Wolff
Organizational design and restructuring is not new. But, with the requirement to create data-driven marketing organizations and support marketers who show bottom line results more emphasis is being placed on marketing leaders to structure their teams and business in a way that is agile and impactful.
Reflecting on this, and doing some additional research of my own, I was struck by the lack of published material describing how one might go about building a marketing organization that addresses business challenges happening right now and most importantly that can drive results right now.
Over the past several years as I’ve been fortunate to lead marketing organizations for enterprise and mid-market businesses. During this time I’ve developed an organizational playbook that can scale to virtually any size of business, is highly adaptable, and has a proven track record for success.
Enclosed is the core framework for what I believe is an ideal composition for the modern marketing organization. I’m looking forward to your feedback. - Jascha
HubSpot partnered with innovative executives from Forrester Research, Mindjet, Rue La La, Zendesk, Atlassian, and GitHub to bring you this look into modern-day marketing org structure. As inbound and digital change the way we market, we need to stay ahead in the way we organize our teams. In this report, each executive details their org chart and looks ahead to the future. You can also download each job description found in the report for your company to use!
This document discusses key principles of agile project management. It begins by explaining why agile is gaining popularity, namely that it allows for flexibility and faster delivery of results through frequent small deliveries and continuous customer feedback. It then presents the agile manifesto which prioritizes customer satisfaction, welcoming changing requirements, frequent delivery of working software through short iterations, close business/developer collaboration, self-organizing teams, face-to-face communication, measuring progress through working software, sustainability, technical excellence, simplicity, and self-reflection. The document suggests considering environment, team, ceremonies, tools, and techniques to make projects more agile and stresses the importance of self-organizing teams, time-boxing requirements, people
Time to join the revolution: Agile change in financial servicesAccenture Insurance
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Similar to Making Digital Teams more Efficient (20)
2. OVERVIEW
2 Julian Chow | Making Digital Teams more Efficient
To the Singapore Leadership Team at Text100:
Our office is in the midst of a pretty huge change at the moment, as we transition our work from providing
typical PR services – media relations, analyst relations – to a full suite of integrated communications work,
covering website building and maintenance, content development, paid media services, social media
management, and more besides. We are at a point in the change where sufficient people have upskilled in
these areas to allow us to take on a substantial amount of work. Indeed, it would not be remiss for me to say
that we can probably form an “integrated communications division”.
What we lack, from my observation, is that we’re still stuck in the old mindset and processes of doing things.
Project planning and execution is still very “waterfall” in nature, a relic from the days of PR old. Based on the
work that’s been done over the past year, this does not allow our digital teams to function effectively,
because the nature of the work is non-linear, unlike how a PR team would typically expect to work. Changes
/ iterations happen, and our processes need to be adaptable and flexible to allow for such change.
Here’s what I’m proposing.
Julian Chow
Digital Consultant
Text100 Singapore
3. CONTENTS
3
.01 | Situation overview
.02 | Agile: A methodology used in software
development and why it’s relevant
.03 | What Agile tools are relevant to us?
.04 | A one month experiment with Kanban
.05 | Results / Outcomes
.06 | Reflections
.07 | Bibiliography
Julian Chow | Making Digital Teams more Efficient
4. 4
.01 | SITUATION OVERVIEW
Julian Chow | Making Digital Teams more Efficient
5. Julian Chow | Making Digital Teams more Efficient4
WHAT DO WE NEED TO FULFILL OUR VISION?
TO BECOME A FULL SERVICE MARKETING COMMUNICATIONS AGENCY
People &
Skillsets
Process Structure
Budgeting &
Profitability
Mindsets
6. Julian Chow | Making Digital Teams more Efficient6
MY PERSPECTIVE ON SUCCESS FACTORS
People and Skills
• Progressing well;
hiring new people
with the right
skills
• Starting to diffuse
knowledge
through the
organization
• Winning right type
of clients allows
people to develop
skills (learning by
doing)
• However,
bottlenecks when
people with
highly-specialized
skillsets are out
Process
• Lots of time
wasted due to
inefficiencies on
either agency-side
or client-side
• Process of working
between the client
and backend
teams can be
improved
• Higher volume of
ongoing work
means that team
members need to
learn how to
prioritize
Structure
• Having T-shaped
people allows
teams to function
rather fluidly and
help people cover
for each other
once they are out
• Project managers
are learning how
to deal with
colleagues that
have different
specializations and
to be able to
communicate in
their language
Profitability
• Scope creep can
be an issue with
some clients due
to us not properly
defining scope of
work
• We need a better
understanding of
work processes
• Tighter scope
management also
required
Mindsets
• Process is now
iterative, not
linear, when it
comes to digital –
that’s the biggest
mindset change
which needs to
take place: Stop
thinking there’s a
finished product,
instead, there’s
ongoing iteration
7. Julian Chow | Making Digital Teams more Efficient7
THE CHALLENGE I WILL FOCUS ON SOLVING
Make
Teams
more
efficient
Improve
control over
work scope
Greater
Profitability
Hire more
specialists
Remove
personnel
bottlenecks
Starting here creates a virtuous cycle
that allows Text100 to keep increasing
efficiency
8. 8
.02 | AGILE METHODOLOGY FOR PROJECT MANAGEMENT
Julian Chow | Making Digital Teams more Efficient
9. An approach based on a set of principles, whose goal is to render the
process of project management simpler, more flexible and iterative in
order to achieve better performance (cost, time and quality), with less
management effort and higher levels of innovation and added value or the
customer
Julian Chow | Making Digital Teams more Efficient9
WHAT IS AGILE?
From The Agile Manifesto (www.Agilemanifesto.org, Beck et al., 2001):
• Individuals and interactions over processes and tools
• Working software over comprehensive documentation (or creating MVPs vs finished products)
• Customer collaboration over contract negotiation.
• Responding to change over following a plan
As you can see, these principles can easily be taken out of a software development scenario and implemented into
a marketing communications project as the situations are pretty much the same: We are working with clients in a
dynamic, ever-changing environment that causes shifting requirements.
10. Main differences between traditional (what we’re using!) and Agile methodology (Dybå and
Dingsøyr, 2008)
Julian Chow | Making Digital Teams more Efficient10
AGILE COMPARED TO TRADITIONAL PROJECT MANAGEMENT METHODS
Traditional Methodology Agile Metholodology
Mindset Systems are fully specifiable,
predictable, and are built through
meticulous and extensive planning
High-quality adaptive outputs are
developed by small teams using the
principles of continuous design
improvement and testing based on
rapid feedback and change
Planning Done once, meticulously, upfront Planning cycle is iterative, done
repeatedly
Scope of Work Fixed upfront Flexible; changes with requirements
Testing Late-stage testing when near-final Continuous improvement
Client Management Client kept in the dark, only sees
outputs
Transparent; Client involved in entire
process and takes more responsibility
Unfortunately, evidence continues to accumulate suggesting that using traditional, rigid processes in a
dynamic environment can result in significant downstream pathologies, including excessive rework, lack of
flexibility, customer dissatisfaction, and the potential for a project to be fully developed, only to discover that
technological advances have eclipsed the need for it. (Collyer et al., 2010)
11. • Highsmith, 2004 and Chin, 2004 argue that Agile practices, techniques, and tools can be
adapted to other types of products and project environments, whose characteristics resemble
software projects that are innovative and have a dynamic development environment
experiencing constant change.
• Work by Conforto et. al, 2014, and Serrador & Pinto, 2015, has concluded (though not
definitively) that Agile project management is applicable under certain conditions in non-
software development circles
• The success of Agile depends on the following:
• Enabling factors from within the organization
• Moderating factors which may temper the success of Agile
Julian Chow | Making Digital Teams more Efficient11
DOES AGILE WORK OUTSIDE OF SOFTWARE CIRCLES?
12. Factors Applies to
Text100?
Enablers (Conforto et. al, 2014)
Multidisciplinary project teams; members with multivariate skillsets Yes
Project oriented teams Yes
Dedication of resources to single projects No
Customer/stakeholder involvement in the project planning Partially
Supplier and partner involvement across all project phases No
Co-located teams Partially
“Pizza” team size Yes
Project managers with more than 5 years experience in iterative No
Project team members’ experience of at least 2 – 3 years Yes
Julian Chow | Making Digital Teams more Efficient12
ENABLERS FOR AGILE
Thoughts: We have quite a fair balance of having and not having enabling factors. Some of the main points to
address if we implement Agile would be reducing the number of accounts allocated to each consultant, allowing
them to focus more, and training up project managers in Agile. Getting vendors / suppliers more involved in the
project phases is another thing to look into
13. Julian Chow | Making Digital Teams more Efficient13
MODERATING FACTORS
(Serrador & Pinto, 2015)
(Searchsoftwarequality.techtarget.com, 2015)
14. Can we?
• We have some key enablers in place – such as multidisciplinary people who are accustomed to working in project
environments, co-located teams (for the most part) and small working teams
• While we lack experience in Agile, training and coaching options are available. One of the bigger things to fix
(which is possible through revamping the capacity plan to match skillsets) is to reduce the spread of individuals
across accounts
• Our “dare to do” mentality is aligned with Agile values so from a cultural perspective, Text100 looks to be a good
fit
Should we?
• We work in a dynamic, changing environment with ever-changing client needs. Briefs, especially digital briefs, as
we very well know, change along the way. Agile helps us better manage this nature of working
• We currently adopting the “waterfall” format for project management, and this causes inflexibility when it comes
to adapting briefs once they change, which also lowers client satisfaction. Speccing a fixed number of outputs for
each brief helps us defend against scope creep but doesn’t help with client outcomes
Julian Chow | Making Digital Teams more Efficient14
IN CONCLUSION: CAN / SHOULD AGILE BE APPLIED IN TEXT100?
I BELIEVE THE ANSWER IS, YES, ON BOTH FRONTS. WE HAVE THE CAPABILITY TO IMPLEMENT, ARE ABLE TO
OVERCOME BARRIERS, AND CAN IMMEDIATELY BENEFIT IF IT IS DONE SUCCESSFULLY
15. 15
.03 | THE AGILE TOOLKIT
Julian Chow | Making Digital Teams more Efficient
16. Julian Chow | Making Digital Teams more Efficient16
AGILE PROCESS TOOLS – SCRUM AND KANBAN
Scrum and Kanban are process tools which help teams work more effectively by, to a certain
extent, telling them what to do. Note that Scrum and Kanban are not perfect. They aim, by
providing certain constraints & guidelines, to create a certain way of working in Agile
Scrum Kanban
Works with timeboxed iterations (defined as Sprints) Can be event or task-driven instead of timeboxed
Cannot add items to ongoing iteration Can add new items whenever capacity is
available
Requires roleplay (Scrum master, developmer, product
owner)
Doesn’t prescribe any roles
A Scrum board is reset between each sprint A Kanban board is continuous
Tasks need to be broken down so they can be
completed within 1 sprint
No particular item size is prescribed
Cross-functional teams are necessary Cross-functional teams optional
(Kniberg and Skarin, 2010)
17. USING SCRUM AND KANBAN EFFECTIVELY
Scrum
• Scrum excels at projects requiring
deep collaboration and innovation
such as website development or
marketing campaigns
• Scrum works best with small cross-
functional teams (7+/-2)
• Scrum is great for providing shared
goals and work context
• Scrum encourages generalists
Julian Chow | Making Digital Teams more Efficient17
Kanban
• Kanban can handle a lot of
interrupts
• Kanban supports specialized roles
with divergent skill sets
• Kanban excels at repeatable work
such as a content production hub,
or a website maintenance project
• Kanban works fine for groups larger
than 7+/-2 since communication
and planning overhead is lower
(Sahota, 2010)
18. A VISUAL MODEL FOR THINKING ABOUT SCRUM AND KANBAN
Julian Chow | Making Digital Teams more Efficient18
(Sahota, 2010)
• The vertical axis
differentiates
environments with
a strong focus from
those with many
interrupts and divergent
needs
• The horizontal axis
indicates the spectrum
from defined,
repeatable work
to exploratory and
innovative work
19. 19
.04 | KANBAN EXPERIMENT
Julian Chow | Making Digital Teams more Efficient
20. Context
• OMRON is a multidisciplinary client account consisting of web maintenance, content
production, social media copy production, visual asset production and paid media advertising
as the types of jobs in the scope of work
• We have been having a tough time managing the OMRON account using a traditional waterfall
project management method, reason being:
o New jobs (mainly website changes) happen on a daily basis that they disrupt existing workflow
o Each team member’s work depends on the outcomes of someone else, so better visibility is needed into
the status of other jobs. We didn’t have a visual way of representing this work
o Unable to prioritize jobs because individual team members don’t recognize right away the dependencies
between their work and that of others
• Hence, the account team tried out Kanban over the previous one-month period to ascertain if
this would help us better manage the work that’s coming in, and make the team more
effective
Julian Chow | Making Digital Teams more Efficient20
PUTTING AGILE INTO PRACTICE
21. •Create a visual model (Kanban Board) to observe work travelling through the system
•Making work visible allows for identification of blockers, bottlenecks
•and queuesVisualize Work
•Complete unfinished work in order to reduce wait times for other tasks to begin
•Avoid problems caused by task switching, ensuring team stays focused
Limit Work in Progress
•Improve the speed at which work flows through the system
•Remove bottlenecks (client-side or agency-side)
•Analyse workflow to anticipate future problems caused by new jobs
Ensure Steady Flow of
Work
•Measure and improve on team effectiveness by looking at the time it takes for work
to travel through the systemIteration and
Improvement
Julian Chow | Making Digital Teams more Efficient21
PRINCIPLES OF KANBAN
(Kanban Roadmap, n.d.)
22. BUILDING OUR KANBAN BOARD
Guiding Principles
• Break work down into as many phases
as possible
• List tasks down in as minuscule portions
as possible
• Colour code tickets for priority (NOT
URGENCY)
• Ensure ownership of tickets
• Limit work-in-progress, making sure
things get done first before starting new
things, to ensure bottlenecks aren’t
created
Julian Chow | Making Digital Teams more Efficient22
23. DAILY STAND-UP MEETINGS
Guiding Principles
• We enforce daily stand-up meetings at
the start of each day
• Each team member needs to update
verbally as well as on the board the list
of things he/she is working on for today
• Project manager to remind on items
that have been left in the “Doing”
column for too long
• Everyone agrees on the work that is to
be done by the team, as a collective,
before we break off to complete tasks
• Keep meetings to 10 mins and below
Julian Chow | Making Digital Teams more Efficient23
24. FORTNIGHTLY REFLECTIONS
Guiding Principles
• Ask ourselves three questions:
• What did we do well
• What could we have done better
• What didn’t work
Julian Chow | Making Digital Teams more Efficient24
What Worked What Didn’t Work What Could Have been Better
• High-priority and dependency
tasks are completed first, which
allows the team to move faster
• Everyone in the team gets a
better big picture view
• Enforcing time to regroup and
discuss allows us to plan ahead
• Discipline: Some small tasks
which are completed during the
day aren’t listed
• We didn’t reflect upcoming tasks
until we thought of them
• Track time to complete tasks in
order to weed out
inefficiencies
• Involve client in the process as
he controls the approvals
• Instil personal responsibility in
the team to be present for all
Kanban meetings and not push
it out due to work
25. • Reduced load on project manager on chasing for deadlines as everyone knows what they’re
supposed to do and by when
• Prioritizing bottleneck tasks first (such as content development) which allow other tasks to
move forward faster, thus increasing overall team efficiency
• Understanding priorities allows team members to move work around or put them on hold,
thus increasing mindshare, and enabling higher-quality work
Julian Chow | Making Digital Teams more Efficient25
RESULTS SO FAR
26. NEXT STEPS: IMPROVING THE PROCESS
Julian Chow | Making Digital Teams more Efficient26
Insert timestamps into
tickets so we can grasp
how long they have
been in the system
Project manager must
run the stand-ups and
ensure that individual
follow-ups are
completed
Identify possible
bottlenecks during
standups for tasks with
dependencies
Break the “Doing”
column into more
granular steps?
Bring the client into the
process
Estimate time to
complete work on
ticket
27. REFLECTIONS ON THE EFFECTIVENESS OF KANBAN / AGILE
Kanban has definitely been a better
approach to managing interdependent
workflows within a team as compared to
waterfall. I particularly love how it’s less
rigid than Scrum and has customizability to
be used in our own way
One area in which
Kanban may be
weak is that it’s so
focused on doing,
we forget to stop,
step back and think
Being able to
prioritize, due to
visualization of
work, has helped
the team be more
efficient
Julian Chow | Making Digital Teams more Efficient27
One of the
questions I have is:
Is there a limit to
the efficiency
gains? This needs to
be further explored
Discipline and
rigour is key for
Kanban to work –
this has to be
enforced through a
dedicated individual
For more complex
build-type work, we
might need a
combination of
Scrum and Kanban
– this needs to be
explored further
I would like to
attempt to quantify
efficiency gains in
terms of hours in
order to see how far
we are progressing
with Kanban
28. • Great way for digital teams to work more effectively
• Need to find a way to quantify efficiency gains
• If we think this is successful, we also need to test the model on PR teams and see how we can
adapt it
Julian Chow | Making Digital Teams more Efficient28
CONCLUSION / SUMMARY
29. Agilemanifesto.org, (2001). Manifesto for Agile Software Development. [online] Available at: http://www.agilemanifesto.org/
[Accessed 1 Feb. 2016].
Chin, G. (2004). Agile project management. New York: AMACOM.
Collyer, S., Warren, C., Hemsley, B. and Stevens, C. (2010). Aim, fire, aim-Project planning styles in dynamic environments. Proj
Mgmt Jrnl, 41(4), pp.108-121.
Conforto, E., Salum, F., Amaral, D., da Silva, S. and de Almeida, L. (2014). Can Agile Project Management Be Adopted by Industries
Other than Software Development?. Proj Mgmt Jrnl, 45(3), pp.21-34.
Dybå, T. and Dingsøyr, T. (2008). Empirical studies of agile software development: A systematic review. Information and Software
Technology, 50(9-10), pp.833-859.
Highsmith, J. (2004). Agile project management. Boston: Addison-Wesley.
Kanban Roadmap. (n.d.). 1st ed. [ebook] Leankit. Available at: http://info.leankit.com [Accessed 31 Jan. 2016].
Kniberg, H. and Skarin, M. (2010). Kanban and Scrum. [S.l.]: C4Media, Inc.
Sahota, M. (2010). Scrum or Kanban?. [online] agilitrix.com. Available at: http://agilitrix.com/2010/05/scrum-or-kanban-yes/
[Accessed 8 Feb. 2016].
Searchsoftwarequality.techtarget.com, (2015). Why Agile projects fail - VersionOne surveys Agile development for 2015. [online]
Available at: http://searchsoftwarequality.techtarget.com/photostory/4500251246/VersionOne-surveys-Agile-development-for-
2015/3/Why-Agile-projects-fail [Accessed 8 Feb. 2016].
Serrador, P. and Pinto, J. (2015). Does Agile work? — A quantitative analysis of agile project success. International Journal of
Project Management, 33(5), pp.1040-1051.
Julian Chow | Making Digital Teams more Efficient29
REFERENCES