2. The Agile PMO: Ensuring
visibility and governance of
your Agile projects
Matt Holitza, Agile Technology Evangelist
IBM Rational
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3. Agenda
• Pitfalls that jeopardize an effective PMO
• Attributes of a successful PMO
• PMO’s objections to agile
• How agile benefits PMOs
• Realizing an agile PMO
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4. Pitfalls that jeopardize every PMO
Spreadsheets
The one way street
One size fits all
Not looking in the mirror
Source: CIO.com, 3 PMO Pitfalls That Jeopardize Every Project, Adam Bookman, May, 2010 Email
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5. What does a successful PMO look like?
1. Projects align to organizational goals
2. Projects success rates improve
3. Project management competence improves
4. Standards and templates are developed and
improved
5. PMO tone is inviting
6. Training is available and continuous learning is
encouraged
Source: Strategic IT Planning Blog, 7 Marks of a Best PMO, Alec Satin, 1/27/2009
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6. What does it mean to be agile?
Agile Values
•Provides a way to time-box work
• Sustainable value delivery
•The entire team commits to the work
• Empowers and respects teams
• Continuous quality and adaptation
• The team self-organizes to do the work
• Frequent delivery of working software
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7. Why PMOs might think agile is not for them…
• Agile will change the way we work
• Agile will make our projects unpredictable
• Constant change means chaos and low quality
• Customers won’t get what they wanted
• Agile will negatively impact our governance
• We can’t run time driven projects without a defined scope
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8. Agile is mainstream and maturing
Who is adopting?
Why are they adopting?
What challenges are they facing?
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9. How can agile help a PMO succeed?
Best Practice How agile helps
Projects align to organizational goals Whole team approach - Agile projects are cross functional and better
align the organization
Projects success rates improve over time Agile practices are designed to reduce risk , improve quality and
increase predictability through more frequent inspections , multi-level
planning and a focus on transparency
Project management competence improves over time More frequent retrospectives (aka lessons learned) allow for continuous
improvement
Standards and templates are developed and improved Agile projects use standard but adaptable templates that are suited to
the size and risk of projects
PMO tone is inviting Agile promotes a collaborative and trusting environment between core
teams, project managers and project stakeholders
Training is available, continuous learning is encouraged Agile promotes continuous learning and regular training
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10. How do you assure projects align to organization goals?
• Lifecycle process and
scaling framework
• Whole team approach
with transparency and
integrated tooling
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11. The IBM Rational Approach: Agility with Discipline
Quid pro quo between teams and project stakeholders
Software Teams & Project
Practitioners Management Office
& Project
Promote Discipline Stakeholders
Empower Team Agility
• Adopt agile practices Accelerated • Achieve predictable
Delivery through outcomes
• Reuse knowledge,
Mutual Trust
best practices • Manage risk
• Address uncertain/high • Ensure compliance
risk items proactively
• Improve software
• Be adaptive to change economics
• Visibility and transparency
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12. Disciplined Agile Delivery: The Core of the IBM Agile Transformation Solution
Team size Compliance requirement
Under 10 1000’s of Critical,
Low risk
developers developers audited
Geographical distribution Domain Complexity
Straight Intricate,
Co-located Global
Disciplined -forward emerging
Enterprise discipline
Agile
Organization distribution
Project Enterprise Delivery (outsourcing, partnerships)
focus focus Collaborative Contractual
Organizational complexity Technical complexity
Flexible Rigid Heterogeneous,
Homogenous legacy
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13. Rational Team Concert: Integrated by Design
Rational Team Concert
• Eclipse Visual Studio ISPF
All-in-one agile ALM Web
• Unified storage and data Dashboards &
Reporting
• Full featured clients Change Continuous
Planning
•
Management Integration
Process templates for agile and
formal delivery Version
Control
• Multiple platform and technology
Open Lifecycle Integration Platform
support
13
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14. Personalized interfaces to support the whole team
Full Visibility for Managers Maximize Team Productivity
• Understand real-time status • Minimize task switching
regardless of technology • Enhanced collaboration
• Manage plans, collaborate with • Understand cross project impact
teams and understand risks Project Manager
and dependencies
Release Delivery
Manager Team
14
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15. How do you improve project success and PMO
competence over time?
• Bi-directional and real-time
planning and tracking
• Improving ability to estimate
projects
• Full lifecycle traceability
• Evaluate projects with
snapshots
• Continuous process
improvement
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16. Real-Time Dynamic Project Planning and Tracking
• Plans live outside • Plans fully integrated with
of Agile development environment execution
• Manual, error-prone updates • Continuous planning
• Separate from team activities and • Instantly see the impact of
assignments changes to delivery dates
16
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17. How do you understand what is happening across projects?
Money That Matters Headquarters
PMO
Rational
Team Concert
Business Acceptance
Analysis Testing
Outsourced Vendors
Mobile App
MTM Web Middleware
Project
(Vendor A) (Vendor C)
(Vendor B)
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18. Cross project plans connect and track related or dependent projects
Rational
Team Concert
OSLC adaptors
Enhanced MS connect
Project Importer providers to
provides details of associated
project progress release plans
Git Integration JIRA OSLC Integration
MS Project Importer
Vendor A Plan(Simple) Vendor B Plan (Scrum)
Vendor C Plan (Formal)
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19. Maximize team productivity with multiple planning views
Roadmap
(Gantt)
Task Board
Work Breakdown
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20. Traceability provides an at-a-glance view of gaps and risks
Proactively respond to gaps as they surface through out the project
Discrepancies and gaps are easily visible for team resolution
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21. Continuous Improvement: Improve and automate governance
Approvals can be enforced or
ad-hoc to ensure stakeholder
buy-in and automate
governance practices
21 21
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22. Continuous Improvement: Predicting and improving estimates on the fly
Probability of delivering using
predictive Monte Carlo analysis
– by individual, iteration,
release or team
Team members estimate by
worst case, best case and most
likely
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23. Continuous Improvement: Improve Project Planning.
Snapshots provide metrics to
evaluate estimates, understand
project changes over time and
improve future efforts.
Demo
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24. How do you effectively standardize and reuse templates?
• Process templates
• Process and tool
guides
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25. Supporting your projects with adaptable templates
1 Start a project based on a Scrum Iterative Traditional
predefined template
Get up and running with entire
environment configured to a
standard mode of operation Web Banking
2 Project and teams adjust to their liking Team : Core
Customize the approach for the Project : Savings
Team : UI
project, team, timeline…
Customize for Team : Benefits Project : Retail
3 Reuse, share and improve for
projects
Projects can export their template for
or make is public so others can use
25 their live configuration
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26. Adapt the pre-defined template to support your practices
Guarded RTC operation
Team advisor provides in-context
guidance to users
Configurable Rules can be
run to enforce team or Verification required
organizational standards.
26
26
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27. How do you make the tone of the PMO more inviting?
• Full project transparency
• Collaboration in-context
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28. Transparency: Putting it all together
Know what’s going on without having to ask…
Customizable
dashboards – with
plan status at a
glance
Track the throughput or “velocity” of project
teams over time and monitor work item
“burndown” of projects in flight
View risks, issues
and defects for
Cross Project Plans
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29. Collaborate in real-time and in context of project work - maximize progress
Avoid Duplication
• Find potential duplicates
• Subscribe team members
Team Awareness • Move / Copy work between projects
• Shows team members and
their online status
• Discussions kept with work for
all time
Change Awareness
• Automatically links to
changes if mentioned in
chat
• Drag and drop any work
item or query into chat
29
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30. How do add new capabilities as your agile practice evolves
• Capabilities and practices that extend across the lifecycle
• Training and services tailored to your needs
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31. Agile extensions – capabilities to address your evolving needs
Business
Collaboration
Portfolio
Help Desk
Management
Team Requirements
Deployment Management
and Envisioning
Concert
Test and
Prototyping
Quality
and Design
Management
Enterprise
Development
and Build
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32. Extending agile across the delivery lifecycle: Banking Example
Scenario: Large global bank with strict compliance mandates Solution:
Basic and roll based agile training for new teams
Existing Practices and Tools:
Practices: Scrum focused delivery Disciplined Agile Delivery process training
Tooling: Mixture of open source and commercial tooling
Scaling Needs: Deployment and training for Rational CLM and
Support rollout to all worldwide delivery centers, with two
Rational Automation Framework
independent testing centers, support regulations in five different
countries and standardize deployment to six global production server
Collaborative Lifecycle Management
farms.
Your
Tools
Reqts Mgmt & Independent
Agile ALM
Prototyping Testing
Continuous
Deployment
Open Lifecycle Integration Platform
32
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33. Training and services to support your Agile Transformation
Consult: Services tailored to your unique needs
Educate: Get your teams up to speed with agile
training
Support: Dedicated assistance to keep you
moving forward
Success: Ongoing support and coaching to
ensure you achieve your goals
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34. Agile resources to help you get started
Get your complementary copy of
Agile for Dummies
Learn
Agile Download Rational Team Concert
10 Free Licenses
Be Lean on jazz.net
Talk
Join the Agile Transformation
Community on developerWorks Agile
http://ibm.co/beagile
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Introduction – Background – never project manager, never posed as a project manager, automated
Pitfalls that jeopardize an effective PMO (1 slide)Attributes of a successful PMO (1 slide)The impact of agile adoption on the PMO (1 slide)Agile benefits to PMOs (1 slide)Retrospectives, whole team approach, reduced risk, greater predictabilityThe Rational Solution: Agility with governance and discipline (DAD and RTC focused, with one slide for extensions) (10 slides)Disciplined Agile Delivery process (DAD overview, focus on practices impacting PMODefining appropriate processes for different projects based on size, risk, complianceProcess automation, approvals and living documentationLifecycle traceability to meet compliance and understand inter dependencies Real-time project planning and tracking (for individual projects and across projects) 5 slidesBasic planning, planning linked to execution, bottoms up estimates, schedule risk assessment, cross project planning and tracking, import/export MS ProjectInformation radiators with live status 1 slideContinuous improvement to evaluate and improve project performance(baselining), estimation and best practices, retrospectivesExtending RTC to fit your unique needsSummary (1 slide)
The One-Way StreetStatus information only flowing to PMOLack of cross project visibility to dependenciesLack of whole team environment, hand-offs, gates, lack of collaborationOne size does not fit allOne process for all projects, regardless of size or risk, lack of flexibility (new or greenfield vs maintenance vs mission critical projects)Not looking in the mirror – lack of transparency and self reflectionManually intensive status reportingInformation radiators with inaccurate or dated informationIneffective and inconsistent lessons learned/retrospectivesNo PMO self evaluations
On the flip side what do successful PMOs do?Projects align to organizational goals – they assure that the projects they are working on will contribute to the organizationProjects success rates improve – they work to not only improve their projects ability to deliver on time, on budget and on functionality but they also measure their successProject management competence improves – this goes back to the self reflection from the prior slide, how often are PMOs looking at and measuring their processes, making sure they are still valid and improving them (organization – placemat story)Standards and templates are developed and improved PMO tone is inviting – doesthe organization use a top down command and control (motivated by fear) or is it a collaborative team first approach (motivated by success) Training is available and continuous learning is encouraged
We recently sponsored a survey of agile practitioners by the Scrum Alliance and the results were very interesting, we found that 44% of the respondents identified themselves as Project Managers, that their main reason for adopting was to position the organization to change and that they needed a better way to interact with their customers, you can see others here like visibility to projects, improved communication, better deliverables. And finally the most interesting statistic from my perspective is that 54% of the resp. say that their biggest challenged in adopting agile is the cultural change agile will bring to the org.
So how can agile help a PMO, well agile is built to address many of the concerns from the previous page and this is how it roughly aligns to the success factors I discussed earlier.
So let’s look at each one and look at how IBM’s solution can help PMOs embrace these success factors…
To realize accelerated delivery requires organizations build a trusting relationship between the PMO and project stakeholders and IT (software teams, practitioners), while PMO must ensure governance it’s also in their best interest to empower the delivery teams and practitioners to they must also empower and support IT in their adoption of agile practices. On the flip side, software teams and practitioners must embrace a disciplined agile approach, so they deliver the right software following the right procedure.Work together, not in silos.
MattSo on the left side is BAD, on the right side is GOOD. When you’re looking at an Agile development management tool, one of the biggest ways to reduce friction for the Agile teams is to get a planning tool that is linked to execution, what that means is that as developers are closing work items, checking in code your plans automatically reflect those changes. There’s no additional step to update a plan, contribute to a spreadsheet or attend a status meeting. Plus this makes daily standups less about status and more about issues and removing barriers for the team. Continuous planning is basically the ability to both see how your plans have evolved over time and the ability to actively manage them with the knowledge that they are accurate, and since the leads, product owners and stakeholders are armed with the latest information they can see the impact of changes to delivery dates.
So let’s look at an example of a PMO in an organization in Australia, let’s say that this is a banking company and that they primarily rely on outsourced vendors to develop their solutions. So they have a web app project, a mobile app project and middleware project… all of these projects must work together in the end to provide the customer with a seamless experience and must follow many business rules to assure customers financials are accurate and reflect the most current information. One team is using Git, another Jira and the middleware project uses MS Project. How do they look across these different projects and understand the dependencies and risks proactively.
MattAlso when looking at tools, look at the ability for the tools to provide different views of plans based on different needs or team roles. So here we see a roadmap view for looking at interdependencies and how the overall release will progress over time, then we have a work breakdown view to see how different members of the team are progressing and whether or not they need help, a taskboard view to run virtual standup meetings.The following three images show the same sprint plan BRM Sprint 2 (1.0 ) Plan using different views. Using different views helps the team balance the work, plan effectively, understand dependencies and respond to changes more quickly.Image 1 – Roadmap view: -show dependencies between work items In this example you can see the dependency between 3 tasks between Marco and Deb. Image 2 – Task board view: shows current progress for daily stand-upsImage 3 – Planned Time view: Shows the work load for each individuals. In this example you can clearly see that Deb and Marco are over worked. Bob and Tanuj have no work assigned to them.
BernieThe image shows a traceability view in Release Plan containing links to requirements and test cases. It also has a column to identify defects affecting the plan items. This demonstrates an integrated plan with traceability reporting. Rather than relying on stale and occasionally run traceability reports, using an integrated plan with a built-in traceability view makes the gaps are obvious and easy to address through out the project.Benefits: Creating a shared vision delivers what the stakeholders want Ensuring coverage improves quality for the release and each sprint Whole team buy-in improves team trust, efficiency and focus
Template – over time tailor the template to the way you want to work.So a little more about this process enactment provides… these are a few of the endless automations you can make… the process guidance is built in, so team members know what they need to change and provides options for fixing the problem. At the bottom is an example of a configurable rule, in this case you can specify what rules to apply to delivery of a client change set like descriptions for change sets or successful execution of Junit tests.Process enactment, enforce processes that your teams use, Junit test required when adding change sets to integration stream, Establish and enforce approval and review checkpoints in your change workflow, Require approvals and reviews before a workflow state change or or add e-signatures to comply with regulations or audits.Example: Rejecting a submitted workitem, moving a defect from submitted to planned, moving an enhancement from resolved to implementedEstablish multiple approvals and reviews integrating comments and discussionRequire an electronic signature when changing the stateExample: As part of an approval, when moving an enhancement or defect from submitted to rejected or accepted.