Use Agile and Lean Program Management to deliver and scale Agile projects across Kanban, Scrum, Agile, Lean, and Waterfall teams.

1. Keep It Simple:
Agile and Lean
Program
Management

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Agenda
KEEPITSIMPLE: AGILEANDLEAN
PROGRAMMANAGEMENT
Set the Stage01
What’s The Problem?02
How Do We Scale?03
What’s Next Steps?04
The End05

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“A Program is a group of related
projects managed in a coordinated
manner to obtain benefits not
available from managing them
individually. Program management
is the application of knowledge,
skills, tools and techniques to meet
program requirements.“
Project
Management
Institute

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“Program management is the
coordination and facilitation of all
of the work across the
organization to release.”
Johanna Rothman

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The Program Manager can be
thought of as a “super” project
manager. His or her role is mainly
operational since this person is
responsible for planning and
governance and for overseeing the
successful delivery of the program’s
output/product.
Project
Management
Institute

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Eliminate
Waste
Amplify
Learning
Decide
late as
can
Decide
fast as
can
Empower
the Team
Build
Integrity
in
See the
whole
Lean - Process Focus

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Welcome
changing
requirements
Deliver early
and often to
satisfy
customer
Deliver working
software
frequently
Face-to-face
conversation is
most efficient &
effective way of
conveying
information
Working
software is the
primary
measure of
progress
Continuous
attention to
tech. excellence
& good design
enhances
agility
Trust people
who are
motivated to
do their job
Maintain a
sustainable
pace
Business
people and
developers
must work
together
Simplicity is
essential - Art
of maximizing
amt. of work
not done
Best Arch.,
Requirements,
and Designs
are emergent
Reflect and
adjust at
regular
intervals
Agile – Project Focus

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Strategy
Program
Lean
Agile
Lean + Agile
Do the right
project!
Do the right
project right!

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Our goal for Agile and Lean Program Management is
to increase collaboration across product and
technology for initiatives that cross multiple teams
while reducing process waste using an iterative
empirical approach.

10. 1010
What Is Our Problem?
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Project Stats
Successful Challenged Failed
29% 52% 19%
The Standish Group defines project success as on time, on budget, and with all planned features. They do not report
how many projects are in their database but say that the results are from projects conducted from 2002 through 2015.

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People are already
doing their best; the
problems are with the
system.
W. Edwards Deming

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Communication is
hard…..
...but not with only 3
communication paths.
3 = 3 * (3-1) / 2
To calculate lines of
communication use the
following formula:
#P = N * (N-1) /2

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Communication is
hard…..
..getting more
complicated by adding
two more teammates
triples the
communication paths.
10 = 5 * (5-1) / 2
To calculate lines of
communication use the
following formula:
#P = N * (N-1) /2

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Communication is
hard…..
..getting more
complicated by adding
two more teammates
triples the
communication paths.
36 = 9 * (9-1) / 2
To calculate lines of
communication use the
following formula:
#P = N * (N-1) /2

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The PMO Struggle - Scale

17. 17
Organizations which design systems are
constrained to produce designs which are
copies of the communication structures of
these organizations.
- Mel Conway, Conway’s Law
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How do we SCALE?
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Scrum Team Process

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Scrum of Scrums

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Scrum of Scrums

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Scaled Agile Framework
Scrum of Scrums
Internally Created Methods
Agile Portfolio Management
Lean Management
Large-Scale Scrum
Disciplined Agile Delivery
Recipes for Agile Goverance in the Enterprise
Nexus
Leading Scaling Methods and Approaches
Version One’s State of Agile 2015 Survey

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Scaling Frameworks

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Scaling = Effective Communication Across Projects
Leadership Team
(Steering Cmte.)
Feature Teams (Scrum
or Dev Teams)
Product Value Team
Core (Operational)
Team

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Key Attributes of Agile/Lean
Program Management
• Prioritize the work, solidifying
and focusing teams.
• Funnel projects and work items
to teams to balance allocation.
• Limit Work in Process.
• Be deliberate
• Design Patterns
• Program Management
Decision Matrix
• Continuously Plan
• Develop communication and
saturation diagrams
• Reduce the number of roles in
the organization.
• N*(N-1)/2
• Meeting attendance doesn’t
mean communication.
• Create release plans
• Program Leadership Team
• Program Operational Team
• Shared Release/Team Review
• Align team sprint cycles
• Integrate often
• Program Retrospectives
FOCUS COMMUNICATION TRANSPARENCY

26. There’s No Silver Bullet
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What Next?
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Steps to Scale via Program Management
• Is the date already established?
• Is the scope already established?
• Do we have experience with the
technology?
• How many teams are involved?
(3+)
Consider the
Context
#01

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Start Your
Program Right
#02
Ask your core team to develop:
• Program Charter (establish
strategy)
• Program Vision
• Release Criteria (Definition of
Done)
• Program Risks and Issues
Steps to Scale via Program Management

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Steps to Scale via Program Management
• Adopt Plan-Do-Check-Act
• Organize Product Teams
• Estimate, Measure, CheckCreate Delivery
Environment
#03

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Get Visible
#04
Inform and Track Progress
• Big Visible Charts
• Program Roadmap
• Release Burndowns/Burnups
• Team Burndowns
• Combined Program Reviews
Steps to Scale via Program Management

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Steps to Scale via Program Management
• Facilitator
• Agile Training
• Servant Leadership
• Not the driving force
• Encourages Accountability
• Removes impediments
• Identifies Dependencies, Risks and
Issues
• Coordinates Schedule
Upscale Program
Manager
#05

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Final Thought
#06
Steps to Scale via Program Management
Encourage
• Collaboration
• Autonomy
• Exploration
“Instead of scaling the process,
scale everyone’s collaboration.”
- Johanna Rothman

34. The End?
© 2017 beLithe LLC

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DOACT
CHECK
PLAN
PDCA
William Edwards Deming
“Cease dependence on mass inspection to
achieve quality. Improve the process and build
quality into the product in the first place”

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AGILE and LEAN
Program Management
Johanna Rothman
“Instead of scaling the process,
scale everyone’s collaboration.”

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Start Your
Program Right
Consider the
Context
Create a
Delivery
Environment
Get Visible
Upscale
Program
Manager
Scale
Collaboration

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Get in Touch
Chris Daily
@Chris_Daily
cdaily@beLithe.com
m: (317) 979-8630
Tana Linback
@CoachLinback
tlinback@beLithe.com
m: (317) 385-6994
www.beLithe.com
Reference

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H A N KT Y O U