The document discusses the challenges faced by agile teams due to traditional Project Management Offices (PMOs) and legacy practices that hinder innovation and adaptability. It critiques the impediments these legacy mindsets impose, emphasizing the need for a shift towards continuous delivery and value-driven project management. The text highlights the importance of agile principles, such as experimentation and adaptability, over rigid project structures.

1. ThoughtWorks Local Office Day
Traditional vs Agile/Lean PMO

7. Dean Leffingwell
Many “impediments” rise to a ceiling that is beyond the control of the
teams. Sometimes the ceiling is represented by the PMO, a place
many agilists perceive to be “the mother ship of impediments.”
Indeed, if you mention the words project office or PMO among a
group of agilists in the trenches, reactions will vary, but probably only
from negative . . . to very negative.
It should come as no surprise that our agile teams, and programs, are
being held accountable to legacy waterfall practices for
governance, and traditional methods of project management.
They are based around legacy mindsets,
but that was all there was.

8. Legacy Mindsets
Widget engineering
“Draw it up, and build it like you drew it”
Order-taker mentality
“You build, what we tell you to build”
Maximize utilisation
“The more we start, the more we finish”
Control through milestones
“If we still can’t tell where we are we’ll just ask for more detailed data”
We can plan a full year of projects
“If we only planned in more detail, we could really get it right this year.”
Just get it done
“This is the plan ‘we’ agreed to; now execute it”

9. Project Planing
Organising for Work, Henry L. Gantt, Harcourt, Brace and Howe, 1919

10. People Utilisation
Organising for Work, Henry L. Gantt, Harcourt, Brace and Howe, 1919

16. Peter Drucker
“There is nothing so useless
as doing efficiently that which
should not be done at all.”
Focus on execution through agile
Should it be done? NOT Can it be done?

23. www.bbrt.org ›
Beyond-budgeting

28. Dave Snowdon – Cynefin Model
Programmes are complex adaptive
systems,

29. Programme and projects
How do be a Programme
manager – and why they
are awesome….
Little about delivering
value

30. From Projects to Continuous Delivery of Value
“Traditionally, based on a construction-like metaphor, a “project” gathered
some resources together, a set of requirements, a mission, start and end
dates, and a project manager.
The project then binds these things to together in a package that tends to
become fixed and immutable.
Once started, every project develops its own antibodies to change.
No one wants to be part of a canceled project; jobs may be on the line, even
if the result was a “successful early failure” of a new product or technology.
How does one innovate in that environment?”
Dean Leffingwell

32. From Continuous Delivery to
Continuous Validated Learning

33. Lean Startup – Eric Ries Plan, Do, Check, Act - Deming

34. How does experimentation apply to
everything we do

35. How Programme Wall Could be