WILL THE PMO DISAPPEAR IN THE SCALING AGILE WORLD?

Transcriptie

1 WILL THE PMO DISAPPEAR IN THE SCALING AGILE WORLD? Henny Portman 1

2 Biography: Henny Portman Tiel Utrecht Verzekeringen: Developer/Analyst/Head System Development Consultancy ING Fatum Paramaribo, Suriname ING Investment Management Nederland: Head IT ING Investment Management Europe: PMO Head ING Insurance Central Europe: Regional PMO head ING Insurance STO: Global PMO Head I build hub and spoke PMO s in Europe and Asia Now: Partner HWP Consulting APMG certified MoP, MSP, PRINCE2, PRINCE2 Agile, P3O trainer, SAFe SPC4 Certified Consultant Blogger, reviewer Managementboek.nl Author of PM articles and books DE GEHEEL HERZIENE DRUK 2DE GEHEEL HERZIENE DRUK ISBN MANAGEN VAN AGILE PROJECTEN MANAGEN VAN AGILE PROJECTEN Tenslotte gaat het boek in op de wijze hoe een portfolio van agile en traditionele projecten het beste kan worden gemanaged. De primaire doelgroepen van dit boek zijn projectmanagers die verantwoordelijk zijn voor het managen van agile projecten en verder allen die betrokken zijn of worden bij het managen van agile projecten. Tevens is dit boek ook zeer geschikt voor degenen die zich willen voorbereiden op de examens Agile PM Foundation en Practitioner van APMG. Bert Hedeman Henny Portman Ron Seegers Dit boek is specifiek gericht op het managen van agile projecten. De beschrijving is gebaseerd op AgilePM uit 2014, een specifieke subset van het Agile Project Framework van DSDM. Agile is sinds ca geliefd bij IT-systeemontwikkelaars en is in het bijzonder geschikt voor het uitvoeren van kort-cyclische trajecten die gericht zijn op zichtbare resultaten zoals een werkende applicatie, een website, enzovoort. Agile kan echter ook goed in niet-it projecten worden gebruikt. Anders dan bij de traditionele methoden voor projectmanagement liggen bij agile projecten tijd, kwaliteit en kosten vast, maar de te realiseren functies juist niet. Bij agile projecten vormen de zelfsturende teams de basis. Deze zijn volledig verantwoordelijk voor het realiseren van het op te leveren resultaat dat tot stand komt in korte iteraties. De projectmanager is alleen verantwoordelijk voor het inrichten van het project, het plannen en bewaken van het project op hoofdpunten en de communicatie tussen het projectteam en het bedrijfs- en programmamanagement. De specificaties worden bepaald door het realisatieteam in samenspraak met gebruikersvertegenwoordigers. Dit boek beschrijft op een heldere en eenduidige wijze de principes, processen, rollen en verantwoordelijkheden van de belangrijkste producten en technieken bij het managen van agile projecten. Daarbij wordt ook ingegaan op: het op maat maken van deze aanpak, de verschillen en overeenkomsten met andere projectmanagementmethoden zoals PRINCE2 en in hoeverre deze aanpak hiermee is te combineren. Bert Hedeman, Henny Portman, Ron Seegers Met medewerking van Hajati Wieferink

3 Agenda To do In progress Done 1. Scaling in general 0. Intro 2. Glimpses of frameworks 3. Implementation Pitfals 4. Questions 3

4 Many different trees in the agile forest 4

5 WHITECOM Project Experience 5

6 The difference between project work and BAU work Project work (temporary): Move people to the work Portfolio Board PMO (permanent) Project Board PMO (temporary) Team A Project Manager Team B Project direction Team C Pre Project Initiation Stage New or significantly revised product Close Goes into production Improved incrementally 6

7 Continuous delivery by an Agile Team BAU (ongoing): Move work to the people No project Organization Scrum Master Agile Team A Project Manager 7

8 Few teams together; one product Still no project Organization BAU (ongoing): Move work to the people Coordination via Scrum of Scrums Scrum Master Scrum Master Project Manager Agile Team A Agile Team B 8

9 Many teams together; one product, integration, dependencies, BAU (ongoing): Move work to the people Asks for a project organization Scrum Master Scrum Master Coordination via Scrum of Scrums not enough Project Manager Agile Team A Scrum Master Agile Team B Agile Teams C, D, E 9

10 Many teams together; one product, integration, dependencies, Portfolio Board BAU (ongoing): Move work to the people I can do it! Project work (temporary): Move people to the work Project Board Project Manager Project Manager Agile Team A Agile Team B Scrum Master Agile Teams C, D, E 10

11 Many teams together; one product, integration, dependencies, No project Organization Portfolio Board Integration Team, Roadmap Manager, Release train, BAU (ongoing): Move work to the people Project Manager Agile Team A Agile Team B Scrum Master Agile Teams C, D, E 11

12 Many (one-time) teams; one product, integration, dependencies, Project work (temporary): Move people to the work BAU (ongoing): Move work to the people Asks for a project organization And a hybrid approach Project Manager Team A One-time Agile Team B One-time Agile Team C Scrum Master Agile Teams D, E 12

13 Many (one-time) teams; one product, integration, dependencies, Portfolio Board BAU (ongoing): Move work to the people I can do it! Project Board Project work (temporary): Move people to the work Project Manager Project Manager Team A One-time Agile Team B One-time Agile Team C Scrum Master Agile Teams D, E 13

14 Agile methods and frameworks - or programme level One-time programmes / projects Programme level: ABC Agile PgM (MSP) Project level: ABC Agile PM PRINCE2 Agile PMI Agile Business as usual / Enterprisetargeted SAFe (scaled Agile Framework) LeSS (Large Scale Scrum) Nexus (Scaled professional Scrum) S@S (Scrum at Scale) Web-scaletargeted Spotify model (Tribes, Squads, Chapters, Guilds) ScALeD (Scaled Agile and Lean Development) Team level Team level: Scrum, Kanban, Scrumban, DevOps Engineering level: XP, TDD, FDD, UX Design, CI/CD 14

15 Agile methods and frameworks Portfolio level: MoP, SfPfM, SAFe, Agile PfM, disciplined Agile (DA) One-time programmes / projects Business as usual / 15

16 What does agile mean for the PMO? Project work (temporary): Move people to the work BAU (ongoing): Move work to the people PMO (permanent) Portfolio Board Project Board Portfolio Management Center of Excellence Quality Assurance Pool Up/Down Scaling teams PMO (temporary) Team A Project Manager Team B Team C Onboarding Reporting Risk/Issue Management Planning PMO (temporary) Agile team Improved incrementally 16

17 What does agile mean for the PMO? Project work (temporary): Move people to the work BAU (ongoing): Move work to the people Portfolio Board Agile PMO (permanent) From project to flow From plan to value From controller to advisor 17

18 Agenda To do In progress Done 3. Implementation Pitfals 2. Glimpses of frameworks 0. Intro 4. Questions 1. Scaling in general 18

19 Scrum 24 hours Development Team Backlog Development Team Sprint Planning Meeting Sprint Backlog Daily Scrum meeting Scrum Master 2 to 4 weeks Sprint Review (Demo) Sprint Retrospective Scrum Master US 7 Scrum Master Development Team 19

20 What will an Agile Team use? Scrum is a great fit Kanban is a good fit Business Value Life Cycle Extension Scrum Master Agile Team A Launch Market Fit DevOps is a good fit Small Changes Time End of Life 20

21 Agile PMO (permanent) Portfolio Management Build portfolio vision Budget allocation per value stream / ART Optimize flow (Epics) Drive the portfolio Kanban PMO (temporary) Lean-Agile Center of Excellence (LACE) Develop SAFe implementation plan Communication Establish metrics Provide training classes Foster CoPs Establish relentless improvement 2016 Scaled Agile, Inc. All Rights Reserved. 21

22 Scrum at Scale Organisation Transformation Agile PMO (permanent) PMO (temporary) 22

23 Nexus: 3 9 Scrum teams Agile PMO (permanent) PMO (temporary) 23

24 LeSS + LeSS Huge PMO (temporary) Agile PMO (permanent) 24

25 Agile PMO (permanent) Portfolio Management Build portfolio vision Initial team funding Drive the portfolio: identify, explore, prioritize, Initiate endeavours PMO (temporary) 25

26 Spotify Agile PMO (permanent) PMO (temporary) Squad Squad Squad Squad Squad Squad Squad Squad 26

27 Agenda To do In progress Done 4. Questions 3. Implementation 0. Intro Pitfalls 1. Scaling in general 2. Glimpses of frameworks 27

28 Agile implementation Pitfalls Keep the transitionplan No management training On top of Semantics Organic grow No individual and team development No technical training No change capacity See it as a short activity Copycat No mandate No support from the workforce Disconnected from reality Sponsor leaves No Leaderschip Forget the FUD factor No Communication Keep old habits Working from home External parties aren t included 28

29 Agenda To do In progress Done 4. Questions 0. Intro 1. Scaling in general 2. Glimpses of frameworks 3. Implementation Pitfalls 29