Adrian Pyne Agile project governance Successful change - good culture and governance matter APM Governance Specific Interest Group Conference London, 06 Oct 2016

1. Agile project governance
Adrian Pyne
Governance SIG conference
6th October 2016
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2. Applied Impact
Technology
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3. Content
 Introducing the new Guide
 Agile PM and Agile Development
 Projects and their landscape
 Conditions for Agile Governance success
 Building Agile Governance
 Get the Guide!
 Agile Governance Workshop
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4. Why we need a
Guide for Governance of
Agile Project Management
 Growingly popular topic in P3M
 Guide produced in response to requests
 Mythology about Agile scares the Board
 Confusion: Agile PM vs. Agile Development
 Help to explain the change in mind set needed
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5. Who is it for?
 Those involved in governance of all change initiatives
 All Boards
– Organisation, Society, Programme and Project
 Influencers of the Board
– E.g. assurers, portfolio managers
 Sponsors
 Stage gate reviewers
 Programme and Project Managers
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6. Agile PM and Agile Development
Core Principles of Agile
High Level
 Satisfy the customer - Produce outcomes that
result in benefits – incrementally / regularly in order of
priority
 Value driven and time box where possible
 Clear roles and responsibilities
 Enough definition to get started
 Embrace changing requirements with
robust change control
 Sustainable environment for success
 Empower the team to make rapid decisions
 Collaborative behaviours based on Trust
and quality communications
 Simple keep it simple
 Reflect, learn and adjust at regular intervals
 ‘Fail early’ if results disappoint
TIME
SCOPE
COST
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7. Agile PM and Agile Development
Agile Development, e.g. Scrum
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8. Agile PM vs. Agile Development
Business
Case
Prepare for Change
Stakeholder Manage
Integration
test
Business implementation
Cutover
Release
Bed
in
Muster
programme
Programme/project Assurance 8

9. 9
Programme
C level
leadership
P3M Capability
Tools
EPMO
Dashboards
Change
Mngt.
Resourcing
Incl. backfill
Sponsor
Ops Functions
Culture
P3 Career
Path
Strategy Board
visibility
Corp Gov.
Finance/Audit
Policies &
standards
HR
Agile projects and their landscape

10. Vision
Strategy
Technology
ProcessPolicies
Values
Organisation
Rules
Symbols
Relationships
Perceptions
Beliefs
Assumptions
Unwritten
rules
Common practice
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The real project landscape?

11. The project landscape
Governance landscape
Board
EPMO
Programme
Projects
Programme Project
ProjectsProjectsProject
ProjectsProjectsProjectsProject
Steering Cttee
Audit Finance
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12. 12
Case study: Flying Agility into Gatwick
Regulator
CTO/ IT
Airside
Terminals
Handling
Airlines
Finance/Audit
Passengers
Commercial
Local authorities
Constructors
/ Contractors
/ Suppliers
Media
Owners
Local people
Employees
HR
Ops. Directors
e.g. Security
Unions
ATC
Competition
Retailers
Board
EPMO

13. Conditions for Agile success
 An Executive that “gets” Agile
 More emphasis on behaviours
 Delegation - decisions at the work face
 Collaborative Behaviour
 Minimum necessary measures of progress
 Iterative Delivery – does not have to be
It’s a different mindset
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14. 14
A challenging landscape for Agile
Its not new, its an ADAPTATION
For video see link:
https://www.youtube.com/watch?v=4u5N00ApR_k

15.  Discipline is still required (business case, prioritised
requirements, configuration, etc.)
 A Fad? - No
 Agile is not the only way
 Not just for software
 Agile IS scalable – not just for small projects
 Need to adjust existing governance processes
Do not let Myths distract you
More listed in guide
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16. In practice……
 Adapt governance
– Approval / reporting / gates
 Just enough delegation
– To the right people who can decide
 Just enough Leadership engagement
– Guiding, supporting, protecting, facilitating
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17. In practice……
 Collaboration / self-organising teams
– With the right skills, knowledge, behaviours
– Throughout projects
 Just enough Definition
 Just enough controls
– Dashboards not Tomes
 Learn as you go
 Don’t pay lip service……EMBED IT 17

18. Key Roles and Techniques
Key Roles (major transformation)
 Business (Programme) Sponsor
 Business Visionary (or Product owner)
 Programme Manager
 Technical Co-ordinator or Business Architect
 Project Manager or Scrum Master
 Work package Manager or Scrum Master
 Business Change owner / lead
 Agile Coach
 Business Process Analysts
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19. When to Consider Agile
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20. Traditional Factors Agile
Tends to be top-down Leadership Tends to be bottom-up
Centralised Control De-centralised
Hierarchical Decision making Delegated and team based
Learnings captured at end.
Intolerance to mistakes
Learning Continuous improvement and learning
through testing / using. Tolerance of
mistakes where lessons learnt
On Outputs at each stage Focus during project
delivery
On incremental delivery of Outcomes and
prioritised Value / Benefits at each release
date (time box)
Some staff part time alongside other
projects
Resourcing Dedicated staff in close knit teams
Directed Team operation Self-organising and collaborative. Rigorous
Engagement
Driven by standard business meeting
timetable
Business Control Driven by project need
Scope and functionality tends to be
fixed
Objectives Time and / or cost are fixed
Dealt within project deliverable via
change control
Major Changes to
outputs
Dealt with outside current release –
changed functionality included in
subsequent releases
Assumed to be predictable – narrow
range of options desired
End Outcome Evolving – range of outcomes allowed
Progress to time, cost, quality Performance
measurement
Delivery of prioritised benefits at each
release
Guided by agreed TOR Strategic Guidance Focussed by the vision
Governance differences
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21. Building Agile Governance
 Leadership not Direction
 New Behaviour is paramount to improve
Organisational Culture
 Agile Training is essential
– Board, PM, Sponsor and team
 The team is driving and making decisions
 Thinking not management rote
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Agile: Leadership dichotomy
 Engagement vs. “Hands off”
 Engagement: e.g. Sponsor
 Not completely “Hands off”: just enough...TRUST
Control freak

23. Behaviour & Culture
 Board
– Support strongly, stay back, set clear objectives
– Empower, be clear on delegation
 Project Sponsor / Product Owner
– Engage, embrace, enjoy, nurture
– dedicate time as part of team
 Project Manager / Delivery Lead
– Delegate, collaborate, remove blockages
– Build and empower the team
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24. Content
 Introducing the new Guide
 Agile PM and Agile Development
 Projects and their landscape
 Conditions for Agile Governance success
 Building Agile Governance
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25. Thank you!
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So……..can you do Agile Governance?

26.  Paperback: 246x189mm, 2016
Publisher: APM
Author: APM Governance Specific Interest Group
ISBN 978-1-903494-60-8
Publication date: September 2016
Price: £15.00
Discount: 10% off for APM members
APM members should contact Turpin Distribution on
+44 (0)1767 604951 to receive their 10% discount
Details
26

27.  Paperback: 246x189mm, 2016
Publisher: APM
Author: APM Governance
Specific Interest Group
ISBN 978-1-903494-60-8
Publication date: September
2016
Price: £15.00
Discount: 10% off for APM
members
APM members should contact
Turpin Distribution on +44
(0)1767 604951 to receive their
10% discount
 via APM Website
Where to get it
27

28.  A two-day Agile Project Management course based on the APM Body
of Knowledge is now available from Provek
 Details can be found here:
 http://www.provek.co.uk/Provek/Project-Management-Training/Agile-
project-management/
 Adrian Pyne:
e: a.pyne@btconnect.com
m: 07767 822842
Agile Project Management training
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Waitbury’s Programme Outcomes:
• Every store
• New Tills
• Latest PoS software
Projects:
• Till procurement
• PoS configuration (Agile development)
• Till / PoS integration
• Pilots (by store type)
• Implementation
Outline the Agile Governance landscape
Interactive workshop
Agile Project Governance

30. This presentation was delivered
at an APM event
To find out more about
upcoming events please visit our
website www.apm.org.uk/events