Having a PMO with agile flavor

March 2015, Adelaide, SA
ImadAlsadeq,
OPM3®, MB™, MSP®, PMP®,
PMI-RMP®, PMOC, MCP, EFQM.
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2015 Permission is granted to PMI for PMI® Marketplace use only

• Now and Here,
• Apply to your PMO,
• Listen as if you will represent it, and
• Get ready with your questions and feedback.
2

3
Unrealized
Strategy
Emergent
Strategy
Source: Mintzberg, H., Ahlstrand, B. & Lampel, J., 1998. Strategy Safari
An agile delivery
requires
an Agile PMO
Replace the
word strategy
with:
Deliverable
Benefit
Outcome
Methodology
Deadline
Scope
Target
…

4
•PMO Types / Levels
•Improvement dilemma
Agile Improving PMO
•Operation plan
•Agile your plan
Operate an Agile PMO
•Traditional PMO Establishment
•Adding Agile Flavor
Establish a PMO using Agile Techniques
•What is a PMO?
•What is Agile?
•The Magic mixture
Revisiting Basics

What is a PMO?
What is Agile?
The magic mixture
 Revisiting Basics
 Establish a PMO with Agile Tech
 Operate Agile PMO
 Agile Improving PMO

6Source: PMBOK® Guide Fifth Edition
What is a PMO?
Can you
projectize
everything ?

7
What is a PMO?
Source: PMBOK® Guide Fifth Edition
Better
Applying &
Requirement
Better
Project
Management
The application of knowledge, skills,
tools and techniques to project
activities to meet project
requirements

You are in need for:
Management structure that
standardizes the project
related governance processes
and facilitates the sharing of
resources, methodologies,
tools, and techniques.
Then
8Source: PMBOK® Guide Forth Edition
What is a PMO?

1. Report project status to upper management
2. Develop and implement a standard methodology
3. Monitor and control project performance
4. Develop competency of personnel, including training
5. Implement and operate a project information system
(PMIS)
6. Provide advice to upper management
7. Coordinate between projects
8. Develop and maintain a project scoreboard
9. Promote PM within the organization
10. Monitor and control performance of PMO
10Source: Hobbs & Aubry PMI, 2010

Project Management
• Kodak’s Advantix
Photographic system
– One of the best new products
of 1996 (Business Week)
– PMI International Project
1997
• After the Project
– Kodak's stock price has fallen
67% since the introduction of
the Advantix system
Project Outcome
• Sydney Opera House
– Time Plan was 4 years –
Finished after 14 years
– Budget was 7M – Actual cost
about 102
• After the Project
– One of the most recognized
buildings in the world
– For the year ended 30 June
2011, total income was about
120M
11

12
Project outcome added value
(Your/Your Organization Value)
Contribution to the Org. Strategy
(Portfolio, Program)
Competing Demands Balancing
(Project Management)
Stakeholders’ Satisfaction
(New PMBOK KA)
Project Success

• Classical methods of software development
have many disadvantages:
– Huge effort during the planning phase
– Poor requirements conversion in a rapid changing
environment
– Treatment of staff as a factor of production
13Source: Joint Advanced Student School, Belkina, 2006

• Agile is a group of software development
methodologies based on iterative and
incremental development, where
requirements and solutions evolve
through collaboration between self-
organizing, and cross-functional teams.
• The Agile Manifesto introduced the term
in 2001.
http://en.wikipedia.org/wiki/Agile_software_development 14

16
http://www.versionone.com/
1. Accelerate time to market
2. Manage changing priorities
3. Better align IT/Business

Capability required to reap the benefits of faster
delivery:
• Team Capability
• Organizational Capability
• Technical Capability
• Integration Base
17Adopted from: HM Government | Agile Faster Delivery Report

18Picture source: http://managedagile.com/

PMO Establishment
Adding Agile Flavor

Business Driven PMO Operation
Transition Implementation
Process & Procedures EPM System Competency Development
The Reason Behind
PMO Framework PM Infrastructure Individuals’ Competencies
Mutual Awareness
Proposed Solutions Client Culture
21

1. lack of client/top Mgmt. knowledge and willing to
change,
2. Wrong expectation/understanding from day one,
3. Introducing PMO as top Mgmt. guard not PM Supporter,
4. Beginning with processes and auditing rather education,
5. Lack/Wrong resources selected to join the PMO, and
6. The PMO is not used nor treated as a change agent.
22

• Our highest priority is to satisfy the customer
through early and continuous delivery
of valuable PMO.
• Welcome changing requirements, even late in
establishment.
• Working PMO is the primary measure of
progress.
23

• Build elements around motivated individuals.
Give them the environment and support they
need, and trust them to get the job done.
• The most efficient and effective method of
conveying information to and within a
development team is face-to-face conversation.
• Simplicity -the art of maximizing the amount
of work not done- is essential.
24

25
Satisfy Customer
Work Together
Daily
Working
Software
Simplicity
Welcome
Changing
Trust Your Team
Face-to-Face
Conversation
Self-organizing
teams
Shorter Timescale
to deliver 2:8
Promote
Sustainable
Good Design
enhance agility
Retrospective

• Scrum is an iterative, incremental framework
for project management often seen in agile
software development, a type of software
engineering.
• Other Agile Methods
– Extreme Programming
– Adaptive Software Development (ASD)
– Dynamic System Development Method (DSDM)
http://en.wikipedia.org/wiki/Scrum_(development) 26

As Is
As To Be
To Be
Monthly
Progress
Meetings
Daily/Ad hock
meetings
27
Milestone
Footstone
Process,
tools,
people
Working PMO

• Business driven, agile
based, and manage
the change.
• Success is measured
against needs and
benefits realized not
finished deliverables.
• Aim is to realize
benefits not to be on
schedule.
• Benefit is an outcome
of actions, behaviors,
product or services that
provides utility to the
sponsoring organization
as well as program
stakeholders.
28

Qualified team
Capabilities
Integrated tools
and
methodologies
Resources and
Knowledge
29
Develop PM
Methodology
Outputs
Implement
MS EPM
Acquire PMO
Team
Prepare PMO
Logistics
PMO internal
website
Train PMO
Team
Outcomes
Managing Projects
& Programs
effectively
Success
Projects and
Programs
Higher OPM
Maturity
Benefits
Strategic
objectives
Better application
for methodology,
tools, and
knowledge
Increase Process
efficiency and
effectiveness

Operation plan
Agile your plan

• 3/6 months detailed plan,
1/2 year general directions
• For us and for others
• Operation Streams
– Managing PPP
– Training
– Methodology
– Technology
• PMO KPIs
31

• Phase/Gate Manager
32
Phase/Gate
Manager

33
Project Management
Methodology Selection Matrix
Source: PMI white paper: The benefits of tailoring Making a project
management Methodology fit
How often are your projects successful?
How mature is your organization in relation to
professional project management practices?

• Decide the lead and lag
KA in each project / Find
your triple
lag/effect/results,
• Afford the right effort
amount to the right
management area,
• Plant Benefit & Change
management mindsets.
Knowledge Area Class Rational
Cause/
Effect
Integration Lead Enabler Cause
Scope Lag Result Effect
Time Lead Enabler Cause
Cost Lead Enabler Cause
Quality Lag Result Effect
Human Resource Lead Enabler Cause
Communications Lead Enabler Cause
Risk Lead Enabler Cause
Procurement Lead Enabler Cause
Stakeholders Lag Result Effect
Benefit Lag Result Effect
Change Lead Enabler Cause
34

35
Source: Kotter, John. Accelerate: building strategic agility for a
faster-moving world, 2014
Hierarchy,
To perform today’s job
well, making incremental
changes to further
improve efficiency, and
handling those strategic
initiatives that help a
company deal with
predictable adjustments,
such as routine IT
upgrades.
A DUAL OPERATING SYSTEM

36
Network,
Constantly evolving and
dynamic solar system.
Initiatives and sub-
initiatives merge and
disband as needed.
Permits a level of
individualism, and
creativity.
A DUAL OPERATING SYSTEM
Source: Kotter, John. Accelerate: building strategic agility for a
faster-moving world, 2014

PMO Types / Levels
Improvement dilemma

38
Source: The Complete Project Management Office Handbook,
Third Edition By Gerard M. Hill

• Improvement
– Phases,
– Sprints
– Combination
Quarterly Healthcheck
Annually Improvement Plan
2 or 3 years of General Directions
Alive Retrospective

40
WHAT WENT
WELL
WHAT WENT
LESS WELL
SUGGESTIONS
FOR
IMPROVEMENT
WHAT STILL
PUZZLES US

43
Keep
bridging the
gaps, but let
them bridge
as well.
OSMOpr. PMO
OSM
PMOOpr.
OSM
PMOOpr.

• People win all the time,
• Change Management mindset,
• Tailor for them, so they tailor success for you,
• People lead, robots do that only in the movies.

1. An agile delivery requires an agile organization,
2. Intended + Emergent = Realized ----- ,
3. PMO supports adaptive and definitive projects,
4. Agile is a mindset and principles for everything not only software,
5. Alive tailoring and dual structure is essential for agile operation,
6. Focus on the overall organizational capabilities not only yours,
7. Human side is always the winner.
46

To get a copy of this presentation or/and send me
your feedback, please send me an email or find me
on
Imad Alsadeq,
ialsadeq@gmail.com

Having a PMO with agile flavor

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