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The agile PMO - Agile Business Conference 10.2014 London Michael nir
The document discusses the concept of a value-driven Agile Project Management Office (PMO), emphasizing the importance of aligning PMO operations with strategic goals and value generation rather than mere administrative tasks. It critiques traditional PMO models, which can become bogged down by bureaucracy and focus on processes rather than outcomes, highlighting the need for a shift towards Agile methodologies that enhance visibility and prioritize value-added work. The presentation calls for a re-evaluation of how PMOs are perceived and the strategic resources they manage to improve project outcomes and return on investment.
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The agile PMO - Agile Business Conference 10.2014 London Michael nir
- 1. The Agile PMO– value driven Agile Project Management Office Agile – the next Frontier London, 9th October 2014 Michael Nir President Sapir Consulting
- 2. Starting with theend in mind • It is all about value – and no, documents don’t provide it; • PMO focus on strategic resources, Agile provides the local empirical leadership; • PMO perception change – being the good guys;
- 3. Michael Nir • President@ Sapir Consulting - Business and management • Author of 11 bestseller business books • Global clients - telecoms, hi-tech, software development, R&D environments and petrochemical & infrastructure • Integrates the hard and soft parts of Business & Development • Hooked on mountain biking and travelling
- 4. Do you realizevalue from your PMO? • How many of you manage a PMO or have a PMO in the organization • Have you seen failures? What are the challenges? • What makes a PMO – Agile? • Yes we have a PMO in the organization and… TRICKY QUESTIONS
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- 8. The numbers tellthe story RESEARCH Gartner 2012 ESI 2013
- 9. How did weget here? THE STORY OF PETE
- 10. The PMO charter Buildme a PMO worthy of Londec! Yes Master THE STORY OF PETE
- 11. The first steps… Whatto do? Maybe some research? Analysis of Current state? Interviews? I know… THE STORY OF PETE
- 12. How did weget here? PAIR ACTIVITY Provide a Mission / Vision statement for a PMO
- 13. The Mission The missionof the Project Management Office (PMO) is to provide an enterprise-wide approach to identify, prioritize, and successfully execute a technology portfolio of initiatives and projects that are aligned with the Helsink strategic goals and educational vision… THE STORY OF PETE
- 14. I need a Home TheGap Analysis – Stakeholders Worthy PMO Strategic Alignment No Tools No Tools Training Training No Tools No Process LEAD EXPECTATIONS
- 15. The Gap Analysis– Executives Worthy PMO Strategic Alignment I need Reports! Better Control! A methodology NOW LEAD EXPECTATIONS
- 16. PMOs lose focus– waste money I need a Staff Pay me a Lot! I can help Maybe Select Tools Training Need Assessment? Support the PMs New Reports and Templates PMBOK? PLC KOTTER 8 STEP OF CHANGE LEADERSHIP
- 17. Three months –invest in? What Would You Do?
- 18. Focus on formnot value/return! PMO FAILURES • The tactical PMO • The process PMO • The chocking PMO • The tools PMO 50%
- 19. Drowning in administration TACTICALPMO • Super secretaries: – Collect data – Write down project plans – Manage project issues – Summarize meetings Glamor of being where ‘things happen’ - on top
- 20. Escaping from ProcessAlcatraz PROCESS PMO • ‘The bureaucracy is expanding to meet the needs of the expanding bureaucracy’ (O. Wilde.)
- 21. The Unavoidable Crash BITINGTOO MUCH Losing Focus
- 22. Focusing on toolsnot on value TOOLS TOOLS TOOLS Starting with tools - Eternalizes the wrong WOW
- 23. The Strategic ValueDriven PMO PETE CHOOSES DIFFERENTLY 30%+5%
- 24. Increase return oninvestment VALUE DRIVEN 5%
- 25. Why do weperform projects? IT IS THE SIZE OF THE HOLES - SMART Proper Mix – Present & Future Not too Heavy Only Strategic resources matter!
- 26. Strategic resource identification NONSTRATEGIC IS STILL IMPORTANT
- 27. Strategic decision rule- CCPM GLOBAL RESOURCE MANAGEMENT VERTICAL RULE
- 28. Increase return oninvestment VALUE DRIVEN 30%
- 29. 30% overhead Process& Scopes NON VALUE ADDED 30%
- 30. Increased visibility reduceNVA AGILE – AN APPROACH TO REDUCE OVERHEAD
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- 32. Combine global andlocal THE AGILE PMO 30% 5%
- 33. 30%+5% = 200% The businessas usual PMO that does process & reporting and waterfall executed projects is detrimental to organization health Kanban and Scrum are partial bottom up solutions
- 34. Value driven PMO •Creating unified visibility and prioritization of project and resource status – Kanban? 5% • Analyze value added work 30% • Interface with Agile teams, promote and let be. OBJECTIVES
- 35. Interface with Agileteams BIG GLOBAL CORPORATES
- 36. Interface with Agileteams Generic IT departments
- 37. We’re not thebad guys HUG A PARADIGM SHIFT http://www.pmhut.com/agile-pmo-a-new-hope
- 38. Project/ Resource No guidelines WaterfallAgile Global + Local rule Blue 11 15/11 19/11 15/11 White 7 7/3 16/7 3/3 Green 1 0/1 1/4 1/4 M/G 13 13/13 15/13 17/ 13 M/W 16 15/-5 7/16 16/16 Sum 48 50/23 58/51 52/47
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- 44. Take Away • Arewe performing the right projects? With strategic resource? • In what way are we Agile? • How do we change the organizational perceptions of what a PMO is?
- 45. Questions? Thank You Michael Nir [email protected] www.sapir-cs.com increaseyour return from projects!
Editor's Notes
- #18 This is the big problem – the next steps after the gap analysis. Losing sight if the end goals with so many tactical short term things to do
- #21 Outward acceptance not internalized Double reporting mechanism - formal plans and actual execution
- #25 Any pmo that doesn’t understand that resource pool management is key to it’s existence is doomed to fail
- #26 In conclusion, focusing on value is central to the implementation and management of a PMO. Value to the organization is created by completing projects and rolling out products. PMOs support value creation through decision-making from a portfolio management perspective. Projects that are beneficial to the portfolio and the organization are streamlined, while projects that are not beneficial to the portfolio and the organization are staggered or canceled. The portfolio resource pool provides the leading constraint to overall value creation, as project completion in most scenarios is impacted by resource availability. Therefore, the greatest value a PMO can provide is the analysis, update and management of the resource pool. Other PMO activities should be judged according to the benefit they produce in accordance with the proper management of the resource pool.
- #27 In conclusion, focusing on value is central to the implementation and management of a PMO. Value to the organization is created by completing projects and rolling out products. PMOs support value creation through decision-making from a portfolio management perspective. Projects that are beneficial to the portfolio and the organization are streamlined, while projects that are not beneficial to the portfolio and the organization are staggered or canceled. The portfolio resource pool provides the leading constraint to overall value creation, as project completion in most scenarios is impacted by resource availability. Therefore, the greatest value a PMO can provide is the analysis, update and management of the resource pool. Other PMO activities should be judged according to the benefit they produce in accordance with the proper management of the resource pool.
- #28 In conclusion, focusing on value is central to the implementation and management of a PMO. Value to the organization is created by completing projects and rolling out products. PMOs support value creation through decision-making from a portfolio management perspective. Projects that are beneficial to the portfolio and the organization are streamlined, while projects that are not beneficial to the portfolio and the organization are staggered or canceled. The portfolio resource pool provides the leading constraint to overall value creation, as project completion in most scenarios is impacted by resource availability. Therefore, the greatest value a PMO can provide is the analysis, update and management of the resource pool. Other PMO activities should be judged according to the benefit they produce in accordance with the proper management of the resource pool.
- #29 Any pmo that doesn’t understand that resource pool management is key to it’s existence is doomed to fail
- #30 Any pmo that doesn’t understand that resource pool management is key to it’s existence is doomed to fail
- #31 Any pmo that doesn’t understand that resource pool management is key to it’s existence is doomed to fail
- #33 Understand what drives value -