The Kanban PMO: How to improve an existing PMO using Kanban and AgilePM

Traditional PMOs are considered the motherships of project management disasters. Over the past 2 decades, DSDM has proven to be a rigorous Agile method allowing companies to deliver projects successfully in an Agile manner. However, we still need to find ways to address the most common challenges encountered by most organisations trying to adopt Agile ways:

- Coordinate the deliverables and needs of multiple Agile teams;
- Create an environment of effective collaboration and communication across the organisational boundaries;
- Expand Agility beyond the traditional IT space; and,
- Balance the demand and capabilities of organisations to produce improved business flow.

Few companies truly treat themselves as a network of interdependent components that work together to try to accomplish a common goal. Does your PMO follow a systemic approach? How do you maintain the continuity and flow of the system? The challenge is to maximise the desirable Agile benefits from ‘Individuals (Teams) and Interactions’ to multiple teams and ever-larger systems, without losing our Lean temperament. In this presentation, the authors will present how Lean Thinking and Kanban can be used in conjunction with the DSDM lifecycle to successfully create an improved PMO focused on re-architecting the Business Flow and Balance of Demand.

Transcript

1. KANBAN WELCOME TO PMO
2. SO
3. DELIVER BUSINESS WE TRUE CAN VALUE ? FASTER*
4. ISSUES MATURING WHY DO COMPANIES PRODUCTIVITY FACE ? WITH QUALITY MORALE TIME-TO-MARKET &
5. MISS PRODUCT WHY DO DEVELOPMENT ECONOMIC PROJECTS ? THEIR OBJECTIVES
6. DECREASE CANWE WASTEFUL TASKS 98 %? 2050
7. TAKEAWAYS WE CAN OFFER ANYKEY ?
8. Lazaro Wolf
 @lazarowolf Jose Casal
 @jose_casal ACTINIUM.IO
9. READY
10. GO
11. PUSH PULL ORGANISATIONS VS Push Pull
12. ‣ In Push Organisations: ‣ Decision making in isolation ‣ Lack of visibility and transparency ‣ Unclear expectations and goals ‣ Lack of economic prioritisation of projects and misalignment with strategic goals ‣ Lack of Empowerment and Enablement of Employees to meet Expectations PUSH PULL ORGANISATIONS VS
13. ‣ In Pull Organisations: ‣ Teams self-organise based on Capacity and Capability ‣ Equal contributors to the Problem-Solving process ‣ Maintain their Commitment ‣ Create engaging environment w/ passion and excitement ‣ Predictability ‣ Probabilistic Planning & Forecasting ‣ Smooth journey from concept to cash PUSH PULL ORGANISATIONS VS
14. DSDM LIFECYCLE PROCESS Deployment Feasibility Delivery Foundations Pre-Project Post-Project
15. PROCESS MAPPING Deployment Feasibility Delivery Foundations Pre-Project Post-Project Pre-Project Feasibility Foundation Post-Project Delivery Deploy
16. Pre-Project Feasibility Foundation Post-Project Delivery Deploy KANBAN PMO
17. Pre-Project Feasibility Foundation Post-Project Delivery Deploy KANBAN PMO
18. VISUALISATION ‣ Merits in managing your Portfolio: ‣ Identify which projects are blocked ‣ Raise awareness of the bottlenecks ‣ Align projects with teams ‣ Highlight the current workload ‣ Resolve interdependencies ‣ Prioritise projects based on economic drivers ‣ Visualise the stage of each project in the portfolio ‣ Classify projects by their nature using colour aids
19. Pre-Project Feasibility Foundation Post-Project Delivery Deploy 3 3 ∞ 4 12 - 2 6 - KANBAN PMO
20. WORKLOAD CAPACITY VS ‣ Set WIP Limits: ‣ Balance the demand for more work with the capacity to deliver quality products ‣ WIP Limits create a coordination mechanism ‣ Enable a pull-based system ‣ Sustainable teams working in a productive and predictable environment ‣ WIP Limits signal availability & expose issues ‣ Focus on flow and not on utilisation
21. “ “ Avoid futility of endless busyness, make time to renew, find time gaps to reflect, take advantage of slack to respond to change. – Stephen Covey
22. Pre-Project Feasibility Foundation Post-Project Delivery Deploy 3 3 ∞ 4 12 - 2 6 - EXPEDITE KANBAN PMO
23. FLOW MANAGEMENT ‣ Prioritisation made on economic value (e.g. Cost of Delay, Real Options) ‣ Identify and manage different types of projects (e.g. S/M/L or Internal/External) ‣ Understand your system (Cumulative Flow Diagrams, Lead Time Distributions) ‣ Manage your portfolio with valuable data ‣ Accurate Probabilistic Forecasting of Project Completion
24. EXPEDITE PROJECTS ‣ Expediting provides a means to respond ‣ Swarming on the project ‣ ACT! ‣ Expedite Projects cause Business Critical Impact
25. Pre-Project Feasibility Foundation Post-Project Delivery Deploy 3 3 ∞ 4 12 - 2 6 - EXPEDITE KANBAN PMO
26. PROJECT SWIMLANES ‣ Focus on completing projects ‣ Avoid project multi-tasking ‣ Coordinate multi-project deployments ‣ Visualise and Manage Team Workloads
27. Pre-Project Feasibility Foundation Post-Project Delivery Deploy 3 3 ∞ 4 12 - 2 6 - EXPEDITE Development Backlog KANBAN PMO Project Summary
28. Pre-Project Feasibility Foundation Post-Project Delivery Deploy 3 3 ∞ 4 12 - 2 6 - EXPEDITE Development Backlog KANBAN PMO Project Summary To-Do Doing Done To-Do Doing Done To-Do Doing Done
29. NESTED BOARDS ‣ Detailed work at team level board ‣ Interfaces well with Scrum Teams. ‣ Tickets in this board form the Sprint Goals or the Sprint Backlog Stories ‣ PSI from Scrum Teams contribute towards Deploy phase ‣ Regularly prioritised backlog based on business value
30. Pre-Project Feasibility Foundation Post-Project Delivery Deploy 3 3 ∞ 4 12 - 2 6 - EXPEDITE Development Backlog KANBAN PMO Project Summary To-Do Doing Done To-Do Doing Done EXPLICIT
 POLICIES EXPLICIT
 POLICIES EXPLICIT
 POLICIES EXPLICIT
 POLICIES EXPLICIT
 POLICIES
31. POLICIES EXPLICIT ‣ Definition of Done for each stage aligned to the products ‣ Eg.: a policy for moving between Feasibility and Foundations would be to have completed the following products: ‣ Outline Business Case ‣ Risk Assessment ‣ Outline Solution ‣ Feasibility Prototype (opt.) ‣ Outline Plan ‣ Project Approach Questionnaire
32. FEEDBACK LOOPS Iteration Reviews Timebox Reviews Timebox Retrospectives Project Reviews Project Retrospectives Monthly Operational Reviews Replenishment Workshops Portfolio Forecasting Sessions Benefit Realisation Reviews
33. THANKS