Creating a Lean PMO. Empower People, Enable Flow
- 1. @GoAgileCamp #AgileCamp2017 2017 Creating a Lean PMO Julee Bellomo Empower People, Enable Flow @juleebellomo Agile Transformational Consultant AgileThought
- 2. Julee Bellomo Everett PMP . PMI-ACP . PSM I . PSM II . PSM III . PSPO . PSPO II. PST . CSM . CSPO . CSP . SAFe SA . ADKAR® Random distributor who lives with an organizer; Libra who craves harmony but enjoys a good debate; passionate agile practitioner; people enthusiast.
- 3. If you can’t explain it, you can’t sustain it.
- 4. Empower People, Enable Flow Portfolio Management over Project Management Radical Collaboration over Business Titles Learning over Policing Empowerment over Enforcing We care about the items on the left more than we care about those on the right
- 5. A Lean PMO Workflow LIFT OFF IN FLIGHT ASSESSMENT IDEATION
- 6. Portfolio Management @ a Glance Enterprise Portfolio Kanban Hands Off! Product Canvas Release Plan Assessment Activities IDEATION LIFT OFF IN FLIGHT ASSESSMENT
- 7. An Agile Organization Systems Thinking understanding cause and effect and applying action learning Lean learn-measure-build cycle continuously improves key processes Agile < Lean < Systems Thinking 7 Agile adapts to changes, able to seize emerging opportunities Frameworks … Kanban Scrum Delivery Alignment Accountability
- 8. Systems Thinking understanding cause and effect and applying action learning Lean learn-measure-build cycle continuously improves key processes Agile < Lean < Systems Thinking 8 Agile adapts to changes, able to seize emerging opportunities Frameworks … Kanban Scrum Sustainability Scalability Flexibility Provides
- 9. Connect Business Strategy & Product Strategy Business Outcomes Product Vision & Strategy Release Planning Sprint Planning Daily Scrum Portfolio Management Delivery Management Business Strategy
- 10. Evolve from projects to products Sales Legal HR Business Development Finance Sales
- 11. Evolve from projects to products Sales Sales Finance Legal HR Business Development Sales Legal HR Business Development Finance Sales
- 12. Evolve from projects to products with small features Sales Sales Finance Legal HR Business Development Sales Legal HR Business Development Finance Sales
- 13. 13 I N V E S T Independent Negotiable Valuable Estimable Small Testable INVEST in small increments to get to done
- 15. Align on outcomes & value 15 Ideas Planning Execution Assess Go/NoGo Ready/NotReady 3monthhorizon 0% 100%
- 16. Align on outcomes & value 16
- 17. How does work flow through the system? Ideas Planning Execution Assess Enterprise Portfolio Kanban To Do In Progress Done Team Scrum BoardProduct Owner
- 18. Not enough people? or too much work?
- 19. Example: Executive Kanban 19 Control Work In Progress by saying NO Valpak
- 20. The best way to get started is to quit talking and begin doing. Walt Disney
- 21. Start by Visualizing your Workflow • Make work visible for better management • Identify queues and bottlenecks 21
- 22. What goes on the Enterprise Portfolio board? • Initiatives / Business Outcomes • Leadership team collaborates on the work flow (columns) • Leadership team determines the swim lanes (rows) • High-level categories: of revenue, cost, employee engagement • Divisions or work streams • Leadership team collaborates on a card design 22
- 23. Measure Outcomes, not Activities 23
- 24. Implement Organizational Feedback Loops 24 • Keep an air of experimentation • Keep it simple • Improve collaboratively • Improve in small increments
- 25. Cultivating Agile: Empowering People; Enabling Flow 25
- 26. How do we bring visibility to the Portfolio system? IDEATION LIFT OFF IN FLIGHT ASSESSMENT Periodic Portfolio Intake Bi-Weekly Portfolio Management Weekly Mitigate Dependencies Organizational Learning Review new Canvases Order all portfolio items at the Executive Kanban board Dependency wall / Scrum of Scrums
- 27. Who is responsible for governing agile delivery? • Large projects consist of many agile teams • Outcome Owners have a personal work in progress limit • May require a hierarchy – uber Outcome Owner • Consider a small group at the Program or Product Leadership level • Consider a small group at the Team level
- 28. Governance in Agile Outcome Owner Program Manager/ Uber Outcome Owner Solutions Architect Technical Lead Quality Lead P D Seeking healthy tensions: checks & balances
- 29. Empower small groups to govern Program Triad • Program Mgr/Uber Outcome Owner • Solutions Architect • Outcome Owner Delivery Triad • Outcome Owner • Technical Lead • Quality Lead ✓Focuses on overall strategy, vision and architectural approach ✓Ensures alignment with organizational strategy ✓Empowered to make decisions to move items forward within defined parameters or to kill/reset as needed ✓Escalate as needed ✓Focuses on delivery and execution efforts ✓Ensures alignment with engineering standards ✓Empowered to help development team create solutions ✓Escalate as needed to Program Triad
- 30. Outcome Owner How do big items get planned? sto ry / PBI Release 1 Release 2 Release 3 Ideas Planning Execution Assess Sprint 1 20 40 60 80 100 120 140 160 180 200 Sprint 2 Sprint 3 Sprint 4 Sprint 5 Release Burndown Enterprise Portfolio Kanban Release Planning
- 31. It’s a Journey… • The journey takes time • It takes commitment • It requires radical collaboration with decision makers in the room • It requires personal collateral by leadership
- 32. Empower People, Enable Flow Process kills innovation.
- 33. theagilecorner.com JuleeBellomo@gmail.com @JuleeBellomo JuleeBellomo Founder of : Tampa Bay Product Owner Group ProductCampGulfCoast.org
- 34. Click to edit Master title style “The only way to win is to learn faster than anyone else.” Eric Ries, author of The Lean Startup