The 4th session in the series to understand Agile & Scrum. It was final to recap as a ComeBackInDay......and this lead to teh training picked up by @Lagant to get the PMOC team certified

1. The PMO Company B.V.
Birkstraat 95-10, 3768HD Soest - The Netherlands - +31 30 85 000 85 - info@thepmocompany.com
1
Introduction Workshop
Agile & Scrum for PMOC
ComeBackInDay = session 4

2. Service Operation
Unit 3 : Service Operation Processes ─ Part 1
r3.0.0
Module 2 Introduction to Agile
2
Introduction Workshop The PMO Company for Agile &
Scrum certification

3. 3
Date Subject
2 Oct Introduction
2 Oct Domain 1 Value Driven Delivery
2 Oct Domain 2 Stakeholder Engagement
9 Oct Domain 3 Boosting Team Performance
9 Oct Domain 4 Adaptive planning
16 Oct Domain 5 Problem Detection and Resolution
16 Oct Domain 6 Continuous Improvement
16 Oct Retrospective and sprint planning
20 Nov Come Back In Day and Select certification
Road Map

4. The Come Back In day
• Terminology Game
• Manifesto , termen en card games
• Certificering
• Hoe PMOC Agile gaat omarmen
• https://blog.andersenlab.com/en/what-
everybody-ought-to-know-about-agile-and-
scrum/
4

5. Agile business case
5

6. The Manifesto
• People and interaction are more important
than processes and tools
• Working product is more important than
comprehensive documentation
• Customer collaboration is more important
than contract negotiation
• Responding to change is more important than
following a plan
6

7. And now practical
• Which 12 do we use
• Which is our main focus
7

8. Which sectors ahead
8

9. Agile for Sale? Where to go
• Van PID/stage report Naar Roadmap - backlog- sprintplanning
• Van Board/projectoverleg Naar Market Place - Scrum of Scrums
• Van Programma/Project Naar Theme-Epic-Feature
• Van ProjectManager Naar RoadManager - integrator – coach
• Van Projectbudget Naar BusinesValue
9

10. Large Scale Scrum – LeSS
10

11. More with LeSS
• More roles lead to less responsible teams.
• More installed processes leads to less ownership in
the teams and no continuous improvement.
• More artifacts leads to less customer-centric teams.
• Keeping More with LeSS in mind allows us to think
differently about product development.
• “Why do we have program management in the first
place?”
• The same way of thinking applies to other
organizational complexities, gradually making
organizations simpler.
11

12. LeSS & huge LeSS
12

13. Where to go? PMO Company
13
• How to display Value
• Where to

14. SAFe or
other Framework?
14

15. And now what?
Pizza
Model
PMP
ACP
IPMA
Prince2
Agile
Scrum
SAFe
XP

16. Sample for PMOC embracing Agile
• In 2012, Telstra created the Capital Planning and Delivery
(CP&D) function as a dedicated capability within the
Finance and Strategy organization. Their purpose was
clear – support the annual capital investment allocation,
prioritization, and planning processes to better support
investment programs & projects.
• Through strong project management practices and team
work, they continue to roadmap and improve, including
providing an executive dashboard and adjusting their PM
framework to support multiple methodologies including
• Agile,
• Waterfall,
• Hybrid and
• LEAN.
https://www.youtube.com/watch?r
eload=9&v=pOncVHEG9Pk
16

17. Lagant &The PMO Company
17

18. The roles
• Better SAFe than sorry? 5 roles
• Leading SAFe® With SAFe® 4 Agilist
Certification (SA): Develop a skillset that’s in
demand worldwide when you become a SAFe
4 Agilist (SA).
• SAFe® For Teams With SAFe® 4
Practitioner Certification (SP) build the skills
needed to become a high-performing team
• Implementing SAFe® With SAFe® 4
Program Consultant Certification (SPC)
Become a leading agent for change—and
enable your enterprise to succeed in a
disruptive marketplace as a SAFe® 4 Program
Consultant (SPC).
• SAFe® Scrum Master you will gain an
understanding of the role of Scrum Master in a
SAFe enterprise.
• SAFe® Product Owner/Product Manager
Certification
• Do more with LeSS
18

19. That’s it folks …………….for this 4th session
What did we learn
What did you like
What can i improve next time
19

20. Retrospectives
20

21. 21