Agile and Lean Program Management
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The document outlines the principles of agile and lean program management, emphasizing the importance of collaboration, effective communication, and iterative processes to reduce waste and enhance project success. It highlights roles, challenges, and strategies for scaling program management, including prioritizing work, maintaining transparency, and fostering team autonomy. The key takeaway is to focus on collaboration rather than merely scaling processes to improve project outcomes.
Agile and Lean Program Management
- 1. Keep It Simple: Agile and Lean Program Management
- 2. © 2017 beLithe LLC 2 Agenda KEEPITSIMPLE: AGILEANDLEAN PROGRAMMANAGEMENT Set the Stage01 What’s The Problem?02 How Do We Scale?03 What’s Next Steps?04 The End05
- 3. © 2017 beLithe LLC 3 “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
- 4. © 2017 beLithe LLC 4 “Program management is the coordination and facilitation of all of the work across the organization to release.” Johanna Rothman
- 5. © 2017 beLithe LLC 5 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
- 6. © 2017 beLithe LLC 6 Eliminate Waste Amplify Learning Decide late as can Decide fast as can Empower the Team Build Integrity in See the whole Lean - Process Focus
- 7. © 2017 beLithe LLC 7 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
- 8. © 2017 beLithe LLC 8 Strategy Program Lean Agile Lean + Agile Do the right project! Do the right project right!
- 9. © 2017 beLithe LLC 9 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? © 2017 beLithe LLC 10
- 11. © 2017 beLithe LLC 11 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.
- 12. © 2017 beLithe LLC 12 People are already doing their best; the problems are with the system. W. Edwards Deming
- 13. © 2017 beLithe LLC 13 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
- 14. © 2017 beLithe LLC 14 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
- 15. © 2017 beLithe LLC 15 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
- 16. © 2017 beLithe LLC 16 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 © 2017 beLithe LLC
- 18. 1818 How do we SCALE? © 2017 beLithe LLC
- 19. © 2017 beLithe LLC 19 Scrum Team Process
- 20. © 2017 beLithe LLC 20 Scrum of Scrums
- 21. © 2017 beLithe LLC 21 Scrum of Scrums
- 22. © 2017 beLithe LLC 22 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
- 23. © 2017 beLithe LLC 23 Scaling Frameworks
- 24. © 2017 beLithe LLC 24 Scaling = Effective Communication Across Projects Leadership Team (Steering Cmte.) Feature Teams (Scrum or Dev Teams) Product Value Team Core (Operational) Team
- 25. © 2017 beLithe LLC 25 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 26© 2017 beLithe LLC
- 27. 2727 What Next? © 2017 beLithe LLC
- 28. © 2017 beLithe LLC 28 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
- 29. © 2017 beLithe LLC 29 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
- 30. © 2017 beLithe LLC 30 Steps to Scale via Program Management • Adopt Plan-Do-Check-Act • Organize Product Teams • Estimate, Measure, CheckCreate Delivery Environment #03
- 31. © 2017 beLithe LLC 31 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
- 32. © 2017 beLithe LLC 32 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
- 33. © 2017 beLithe LLC 33 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
- 35. © 2017 beLithe LLC 35 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”
- 36. © 2017 beLithe LLC 36 AGILE and LEAN Program Management Johanna Rothman “Instead of scaling the process, scale everyone’s collaboration.”
- 37. © 2017 beLithe LLC 37 Start Your Program Right Consider the Context Create a Delivery Environment Get Visible Upscale Program Manager Scale Collaboration
- 38. © 2017 beLithe LLC 38 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
- 39. © 2017 beLithe LLC 39 H A N KT Y O U