Agile governance presentation
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In some agile circles, ‘governance’ is almost a dirty word. To many, it means bureaucracy, documentation, heavyweight process and a lot of wasted time and effort. And in a lot of cases, that’s how it is. But equally, a lot of companies today operate in a complex and highly regulated environment and they are delivering their change portfolio through projects that require some form of control to ensure their success. Traditional approaches to governance through documentation and RAG status are not compatible with agile. And blaming any and all failures on the project manager – or the Scrum Master - is naïve and irresponsible. So how do companies run their portfolio of agile projects in a way that ensures adequate oversight without stifling the agility? This talk presents a framework of 8 principles, two roles and one key practice that will not only achieve that, but can also be a catalyst for agile improvement across the portfolio.
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Agile governance presentation
- 1. Principles of Effective Agile Project Governance Building an effective Enterprise Governance model Chris Davies @aterny www.aterny.co.uk
- 2. So… Governance? 2© ATERNY Agile Services
- 3. What do you believe? 3© ATERNY Agile Services Governance is essential for all projects in one way or another Governance is not applicable in an Agile environment
- 4. The Project Manager 4© ATERNY Agile Services
- 5. Regulations & Standards 5© ATERNY Agile Services
- 6. Why Govern? • Ensures strategic alignment of IT with the business • Minimise the risk of bad outcomes 6 Business-driven pipeline Project vision aligned with corporate strategy Vision clear to all Outcome-based metrics Iterative demonstrations Continuous improvement Stable teams Roles and responsibilities Professional discipline Active involvement Firm Foundations Iterative development, integrated testing Early, incremental delivery Requirement prioritisation Responsive to change © ATERNY Agile Services
- 7. Does Agile need governing? 7© ATERNY Agile Services
- 8. Agile Projects Fail too 8© ATERNY Agile Services
- 9. Characteristics Of Bad Governance • Document-driven • Autocratic • Process heavy • Subjective • Inefficient • Often ineffective Of Good Governance • Consensus-driven • Equitable & Inclusive • Transparent • Objective • Efficient • Effective 9© ATERNY Agile Services “Trust, but Verify”
- 10. The Framework 10© ATERNY Agile Services 8 Principles 1 Governor Virtual Governance Authority 3 Checkpoints
- 11. The 8 Principles 11© ATERNY Agile Services Appropriate Accountability Resource Projects adequately Scale the Governance Ensure Adequate Contingency Planning Throughout Transparency of Process & Progress Outcome-based Reporting Review Viability Frequently
- 12. 1. Appropriate Accountability • Professional Accountability • Who cares?? The Virtual Governance Authority under one Governor 12© ATERNY Agile Services PMO?IT Security Enterprise Architecture Finance Compliance Infrastructure Marketing Production Support
- 13. 2. Resource Projects adequately • Commitment vs “giving it a go” • Ensure reasonable chance of success 13© ATERNY Agile Services • Stable teams • Cross-functional • Active Business Involvement • All required skills
- 14. 3. Scale the Governance “That governance is best that governs best with least.” Eric Marks, CEO of AgilePath Corporation • Self-scaling • Event-driven • Virtual Group – Not static – No regular meetings 14© ATERNY Agile Services
- 15. 4. Ensure adequate contingency • Realistic contingency – time, cost, or features? 15© ATERNY Agile Services Traditional Agile
- 16. 5. Planning throughout • ‘Just enough’ planning • Are plans sensible? 16© ATERNY Agile Services
- 17. 6. Transparency 17© ATERNY Agile Services Process and progress Tools for remote collaboration VGA members attend
- 18. 7. Outcome-based reporting • Beware an ‘alternate reality’ • Report value delivered, not effort or activity • Consider the source • The convenience of iterations and user stories 18© ATERNY Agile Services 33 33 33 33 33 35 45 45 45 45 45 64 85 85 85 65 63 27 163 163 163 143 141 126 0 5 10 15 20 25 0 20 40 60 80 100 120 140 160 180 Start Sprint1 Sprint2 Sprint3 Sprint4 Sprint5 Sprint6 Sprint7 Sprint8 Sprint9 Project Progress Won't Could Should Must Burndown Velocity Linear (Burndown) 0 20 40 60 80 100 120 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 StoryPoints Days Cumulative Flow Complete Testing Complete In Testing Ready For Testing In Development
- 19. 8. Review viability frequently • Project environment is rarely stable • Are success factors still in place? – People – Scope – Design – New constraints • Use Agile cadence for checkpoints • Role of the VGA – question, challenge, assist 19© ATERNY Agile Services
- 20. Governance Checkpoints 20© ATERNY Agile Services
- 21. How Checkpoints work • 30-minute audio-conference • Governor asks questions of the VGA • Checklist based, e.g. 21© ATERNY Agile Services Feasibility • All • Architecture • Business Sponsor • All • Is the business problem understood? • Is there a viable solution? • Is there a business case for this? • Stop or Go? Foundations • Product Owner • Architecture • IT Security • Compliance • All • Has the breadth of scope been captured? • Have you cleared the technical design? • Are security requirements captured? • Are regulatory requirements captured? • Is the Release plan sensible? Deployment • Product Owner • Architecture • IT Security • Customer Support • Satisfied with the value and quality? • Solution complies with roadmap? • Solution tested as secure? • Have staff been trained?
- 22. Building the model “People and Interactions over Processes and Tools” 22© ATERNY Agile Services Identify Governor and the VGA Create Checklists Schedule Checkpoints Collect Metrics Publish the model Review the model Embed the process
- 23. The Agile PMO 23© ATERNY Agile Services Team Remove Impediments Facilitation Training & Coaching Portfolio Dependencies Help Business integrate Maintain MI, reporting Transformation Tracking Reporting
- 24. Conclusion Agile is collaborative and iterative Agile Governance should be too 24© ATERNY Agile Services
- 25. Contact me Email Chris@aterny.co.uk www.aterny.co.uk www.twitter.com/aterny 25© ATERNY Agile Services • Agile Training • Agile Coaching • Transformation Consultancy
Notas do Editor
- Ask what roles are represented in the audience – PMOs? PMs, Consultants, PMOs? IT managers, Business Managers?
- Is this the way you see Governance? Show of hands – what do you believe? Governance is essential for all projects in one way or another Governance is not applicable in an Agile environment
- Is this the way you see Governance? Show of hands – what do you believe? Governance is essential for all projects in one way or another Governance is not applicable in an Agile environment
- Tell a story – Axis project at AXA Commercial. Design problems, requirements not met, late delivery, many defects. PM traditionally carries full responsibility Now it’s the Scrum Master? Can’t know everything, can’t be responsible for everything – only for process
- Companies operate within a legal and regulatory governance framework Project delivery has the means to affect that, and therefore should itself be governed. In an Agile way. Can we really expect a team to do that all by itself? Are they all covered by user stories or the Definition of Done?
- Companies operate within a legal and regulatory governance framework Project delivery has the means to affect that, and therefore should itself be governed. In an Agile way.
- Agile: small, cross-functional teams, no PM, no portfolio, no reporting, etc. Governance = bureaucracy, paperwork, interference, micro-managing “We have a PO and a story board, what more do you want?”
- Supports and uses Manifesto Values Supports good Agile practice Guides project teams Ensures appropriate accountability
- Governor could be the PMO, Portfolio Mgr, Head of Delivery etc. Beware of bias!
- Identify areas of risk – areas potentially impacted by the project Identify authority for those Assign responsibility. The org needs to hold these people accountable Train them in Agile Step back
- Ever had insufficient people / skills / money / tools to get the job done?
- Governor to identify which areas of the org. will form the VGA. Train them, include project governance on their JDs, if applicable Group is project-specific
- VGA attend relevant stand-ups and iteration reviews This can also be applied to DAD, SAFe or similar approaches
- Of process and progress Use tools for remote teams to promote collaboration not inhibit it Visible to all stakeholders VGA members attend stand-ups and reviews, check metrics
- “Have you ever been economical with the truth on a status report”? The perils of RAG & milestone reporting – ‘alternate reality’ Report only facts, ideally from the tool used to control the work (JIRA, QTP, QC, TFS etc)
- Review PAQ Use the iterative nature of your agile approach Steering Committees? Obsolete!
- Important to ensure that VGA use the iteration events
- Note: – the PM / SM is not accountable, except for the project process Questions are asked of those who will be accountable for these issues in production We are assuring that they are addressed before that Roles and Questions are industry and org specific
- Utilise the collaborative and iterative nature of Agile as the key to effective governance. A PMO is helpful if educated in Agile