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Similar to The Kanban PMO: How to improve an existing PMO using Kanban and AgilePM
The Kanban PMO: How to improve an existing PMO using Kanban and AgilePM
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- 12. ‣ In PushOrganisations: ‣ Decision making in isolation ‣ Lack of visibility and transparency ‣ Unclear expectations and goals ‣ Lack of economic prioritisation of projects and misalignment with strategic goals ‣ Lack of Empowerment and Enablement of Employees to meet Expectations PUSH PULLORGANISATIONS VS
- 13. ‣ In PullOrganisations: ‣ Teams self-organise based on Capacity and Capability ‣ Equal contributors to the Problem-Solving process ‣ Maintain their Commitment ‣ Create engaging environment w/ passion and excitement ‣ Predictability ‣ Probabilistic Planning & Forecasting ‣ Smooth journey from concept to cash PUSH PULLORGANISATIONS VS
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- 16. Pre-Project Feasibility FoundationPost-ProjectDelivery Deploy KANBANPMO
- 17. Pre-Project Feasibility FoundationPost-ProjectDelivery Deploy KANBANPMO
- 18. VISUALISATION ‣ Merits inmanaging your Portfolio: ‣ Identify which projects are blocked ‣ Raise awareness of the bottlenecks ‣ Align projects with teams ‣ Highlight the current workload ‣ Resolve interdependencies ‣ Prioritise projects based on economic drivers ‣ Visualise the stage of each project in the portfolio ‣ Classify projects by their nature using colour aids
- 19. Pre-Project Feasibility FoundationPost-ProjectDelivery Deploy 33∞ 4 12- 2 6- KANBANPMO
- 20. WORKLOAD CAPACITYVS ‣ SetWIP Limits: ‣ Balance the demand for more work with the capacity to deliver quality products ‣ WIP Limits create a coordination mechanism ‣ Enable a pull-based system ‣ Sustainable teams working in a productive and predictable environment ‣ WIP Limits signal availability & expose issues ‣ Focus on flow and not on utilisation
- 21. “ “Avoid futility ofendless busyness, make time to renew, find time gaps to reflect, take advantage of slack to respond to change. – Stephen Covey
- 22. Pre-Project Feasibility FoundationPost-ProjectDelivery Deploy 33∞ 4 12- 2 6- EXPEDITE KANBANPMO
- 23. FLOWMANAGEMENT ‣ Prioritisation madeon economic value (e.g. Cost of Delay, Real Options) ‣ Identify and manage different types of projects (e.g. S/M/L or Internal/External) ‣ Understand your system (Cumulative Flow Diagrams, Lead Time Distributions) ‣ Manage your portfolio with valuable data ‣ Accurate Probabilistic Forecasting of Project Completion
- 24. EXPEDITEPROJECTS ‣ Expediting providesa means to respond ‣ Swarming on the project ‣ ACT! ‣ Expedite Projects cause Business Critical Impact
- 25. Pre-Project Feasibility FoundationPost-ProjectDelivery Deploy 33∞ 4 12- 2 6- EXPEDITE KANBANPMO
- 26. PROJECTSWIMLANES ‣ Focus oncompleting projects ‣ Avoid project multi-tasking ‣ Coordinate multi-project deployments ‣ Visualise and Manage Team Workloads
- 27. Pre-Project Feasibility FoundationPost-Project Delivery Deploy 3 3 ∞ 4 12- 2 6- EXPEDITE DevelopmentBacklog KANBANPMO Project Summary
- 28. Pre-Project Feasibility FoundationPost-Project Delivery Deploy 3 3 ∞ 4 12- 2 6- EXPEDITE DevelopmentBacklog KANBANPMO Project Summary To-Do Doing Done To-Do Doing Done To-Do Doing Done
- 29. NESTEDBOARDS ‣ Detailed workat team level board ‣ Interfaces well with Scrum Teams. ‣ Tickets in this board form the Sprint Goals or the Sprint Backlog Stories ‣ PSI from Scrum Teams contribute towards Deploy phase ‣ Regularly prioritised backlog based on business value
- 30. Pre-Project Feasibility FoundationPost-Project Delivery Deploy 3 3 ∞ 4 12- 2 6- EXPEDITE DevelopmentBacklog KANBANPMO Project Summary To-Do Doing Done To-Do Doing Done EXPLICIT POLICIES EXPLICIT POLICIES EXPLICIT POLICIES EXPLICIT POLICIES EXPLICIT POLICIES
- 31. POLICIESEXPLICIT ‣ Definition ofDone for each stage aligned to the products ‣ Eg.: a policy for moving between Feasibility and Foundations would be to have completed the following products: ‣ Outline Business Case ‣ Risk Assessment ‣ Outline Solution ‣ Feasibility Prototype (opt.) ‣ Outline Plan ‣ Project Approach Questionnaire
- 32. FEEDBACKLOOPS Iteration Reviews Timebox Reviews TimeboxRetrospectives Project Reviews Project Retrospectives Monthly Operational Reviews Replenishment Workshops Portfolio Forecasting Sessions Benefit Realisation Reviews
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