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Michael Nir The Agile PMO keynote
The document discusses the concept of an Agile Project Management Office (PMO) and its role in delivering value through effective project prioritization, resource allocation, and waste reduction. It highlights common challenges faced by traditional PMOs, including a perceived lack of value and the risks of bureaucratic processes. The presentation advocates for a shift towards agile leadership and management practices that focus on collaboration and self-management to enhance project outcomes.
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Michael Nir The Agile PMO keynote
- 1. The Agile PMO Value-driven AgileProject Management Office PMI Maine, 17th September 2015 Michael Nir President Sapir Consulting US The Agile PMO – great results NOW
- 2. Michael Nir • President@ Sapir Consulting US LLC • M.Sc. Engineering, PMP®, SAFe™ accredited • Author of 11 bestseller business books • Global clients - telecoms, hi-tech, software development, R&D environments and petrochemical & infrastructure • Integrating the hard and soft parts of Business, Development and more m.nir@sapir-cs.com The Agile PMO – great results NOW
- 3. Starting with theend in mind • It is all about value – and no, documents don’t provide it; • A Lean method for selection and prioritization; • PMO focus on strategic resources, Agile provides the local empirical leadership; • PMO perception – leading the change; The Agile PMO – great results NOW
- 4. It just doesn’t Work TheAgile PMO – great results NOW
- 5. Do you RealizeValue from your PMO? • How many of you manage a PMO or have a PMO in the organization • Have you seen failures? • What are the challenges? • Yes we have a PMO in the organization and… TRICKY QUESTIONS The Agile PMO – great results NOW
- 6. Truly – PMOsdon’t Deliver RESEARCH Gartner 2012 ESI 2013 The Agile PMO – great results NOW
- 7. Truly – PMOsdon’t Deliver -2 STATE OF PMOs 2015 The Agile PMO – great results NOW >> The PMO Challenge: 72 percent of respondents claimed the PMO had been challenged by senior management. The top two were • lack of perceived value (44%); • lack of project/program maturity in the organization (41%)
- 8. 50% Failures The Agile PMO– great results NOW
- 9. How did weget here? THE STORY OF PETE The Agile PMO – great results NOW
- 10. The PMO Evolution Buildme a PMO worthy of Maine- tech! Yes Master THE STORY OF PETE The Agile PMO – great results NOW
- 11. The First Steps… Whatto do? Maybe some research? Analysis of Current state? Interviews? I know… THE STORY OF PETE The Agile PMO – great results NOW
- 12. I need a Home TheGap Analysis – Stakeholders Worthy PMO Strategic Alignment No Tools No Tools Training Training No Tools No Process LEAD EXPECTATIONS The Agile PMO – great results NOW
- 13. The Gap Analysis– Executives Worthy PMO Strategic Alignment I need Reports! Better Control! A methodology NOW LEAD EXPECTATIONS The Agile PMO – great results NOW
- 14. PMOs Lose Focus– Waste Money I need a Staff Pay me a Lot! I can help Maybe Select Tools Training Need Assessment? Support the PMs New Reports and Templates PMBOK? PLC The Agile PMO – great results NOW
- 15. Discuss with theperson next What Would You Do? The Agile PMO – great results NOW
- 16. The Typical nextsteps PMO FAILURES • The tactical PMO • The process PMO • The chocking PMO • The tools PMO 50% The Agile PMO – great results NOW
- 17. Escaping from ProcessAlcatraz PROCESS PMO • ‘The bureaucracy is expanding to meet the needs of the expanding bureaucracy’ (O. Wilde.)The Agile PMO – great results NOW
- 18. Focusing on Toolsnot on Value TOOLS TOOLS TOOLS Starting with tools - Eternalizes the wrong WOW The Agile PMO – great results NOW
- 19. We can do Better! TheAgile PMO – great results NOW
- 20. The Agile PMO TheAgile PMO – great results NOW A centralized portfolio management entity that enables faster delivery of products. It has various roles and responsibilities based on the organization structure, the Agile maturity and the specific industry.
- 21. Agile PMO ValueEnablement The Agile PMO – great results NOW The Agile PMO Selection and prioritization Chose the valuable projects Resource allocation Control/limit the mix Effective, streamlined delivery reduce waste Agile Leadership
- 22. The Agile PMO– great results NOW The Agile PMO Selection and prioritization Chose the valuable projects Resource allocation Control/limit the mix Effective, streamlined delivery reduce waste Agile Leadership Agile PMO Value Enablement
- 23. Toyota Defined 7Wastes The Agile PMO – great results NOW
- 24. Waste in ProjectManagement Manufacturing Project Management Transport Redundant or unnecessary interfaces Inventory Missing features or gold-plated features Motion Task switching Waiting Waiting time Over Production Sloppy requirements Over Processing Project bureaucracy Defects 2nd or more iterations and revisions
- 25. Reduce Waste –Process and Project The Agile PMO – great results NOW
- 26. PMO is best positionedto remove waste of project and process The Agile PMO – great results NOW
- 27. Remove Document Waste The AgilePMO – great results NOW
- 28. Remove Project Scope Waste The AgilePMO – great results NOW
- 29. How Much??? The AgilePMO – great results NOW Adding Value by Doing Less The 25/25 Rule: Achieving More by Doing Less Boaz Ronen Tel Aviv University Faculty of Management Thomas G . Lechler Stevens Institute of Technology Edward A . Stohr Stevens Institute of Technology Agile PMO
- 30. Application: Kanban theWaterfall BEST PRACTICE EXPERIENCE • Cancel projects • Prioritize projects • Limit projects in queue • Limit projects in process The Agile PMO – great results NOW
- 31. Remember: when Everything is Important Nothingis The Agile PMO – great results NOW
- 32. Write yourself anote The Agile PMO – great results NOW
- 33. The Agile PMO– great results NOW The Agile PMO Selection and prioritization Chose the valuable projects Resource allocation Control/limit the mix effective, streamlined delivery reduce waste Agile Leadership Agile PMO Value Enablement
- 34. SAFe™ - ScaledAgile The Agile PMO – great results NOW
- 35. SAFe® Selection andPrioritization – Kanban Approach The Agile PMO – great results NOW Agile PMO
- 36. PMO is best positionedto Kanban the Selection and Prioritization The Agile PMO – great results NOW
- 37. Create Kanban Buckets for selection TheAgile PMO – great results NOW
- 38. Write yourself anote The Agile PMO – great results NOW
- 39. The Agile PMO– great results NOW The Agile PMO Selection and prioritization Chose the valuable projects Resource allocation Control/limit the mix effective, streamlined delivery reduce waste Agile Leadership Agile PMO Value Enablement
- 40. Traditional PMO - Topdown – MRP, computer aided, global solution Scope constrained Local – Heuristics, Lean process JIT, Kanban. Time and budget constrained Two Prime Approaches: Global and Local to semi-optimize The Agile PMO – great results NOW
- 41. Kanban, Conwip andCritical chain The Agile PMO – great results NOW
- 42. The Agile PMO– great results NOW Project profits (x1,000,000 $) Project/ #Resource Yellow Orange Mint Green Lilac Purple Crimson Red 0 (7) (14) (9) (11) (5) (43) (5) (19) 1-3 (4) (8) (3) (5) 0 (25) (1) (14) 4 (1) (4) 0 (1) 0 (10) 0 (12) 5 2 (1) 0 0 5 (7) 1 (10) 6 7 4 0 2 0 (5) 1 (9) 7 4 5 3 3 0 (3) 1 (8) 8-9 9 6 6 4 0 (2) 2 (8) 10 6 11 7 7 0 0 3 (4) 11 4 7 8 9 3 1 4 0 12 2 5 13 10 6 1 3 0 13-14 0 2 8 11 7 5 5 4 15 0 0 4 14 14 7 6 6 16-17 0 0 2 4 7 9 16 4 18+ 0 (3) 0 0 (3) (3) (5) (4) Agile PMO
- 43. PMO is best Positionedto link Governance to Agility The Agile PMO – great results NOW
- 44. Use resource Allocation that actuallyWORKS The Agile PMO – great results NOW
- 45. Write yourself anote The Agile PMO – great results NOW
- 46. The Agile PMO– great results NOW The Agile PMO Selection and prioritization Chose the valuable projects Resource allocation Control/limit the mix effective, streamlined delivery reduce waste Agile Leadership Agile PMO Value Enablement
- 47. Agile Leadership Is primarilyabout: • Collaboration • Empowerment • Self management • Servant leadership The Agile PMO – great results NOW
- 48. Agile Leadership The AgilePMO – great results NOW
- 49. We’re not theBad Guys HUG AGILE PMO - A PARADIGM SHIFT http://www.pmhut.com/agile-pmo-a-new-hope • Perhaps the MOST difficult transformation required by the PMO! • From emphasis on management to leadership
- 50. We must CHANGE! PMOCommand and Control is obsolete The Agile PMO – great results NOW
- 51. 50% The Agile PMO– great results NOW
- 52. This just in: Problemwe want to solve by this training: we have noticed that senior stakeholders in our organization are sometimes hard to convince in a need and value of proper project/program governance and overall role of PMO in delivering business value. The Agile PMO – great results NOW
- 53. The Agile PMO TheAgile PMO – great results NOW A centralized portfolio management entity that enables faster delivery of products. It has various roles and responsibilities based on the organization structure, the Agile maturity and the specific industry.
- 54. Write yourself anote The Agile PMO – great results NOW
- 55. How to Inspirethe Change? • KPI – document reduction • KPI – project cancel • KPI – faster delivery • KPI – selection Kanban • KPI – project satisfaction • KPI – impediment removal The Agile PMO – great results NOW
- 56. Thank You Increase yourReturn from Projects! The Agile PMO – great results NOW Coming Next : http://sapir-cs.com/michael-nir/