Where can Kanban be embedded in the organizational context? Sounds like an easy question, however, it is not always easy to answer - especially in bigger organizations. In this session I will introduce the Kanban Flight Levels model which provides an overview of the different fields of application of Kanban and helps to understand the implications for the organizational context. Furthermore, the model helps to clarify where to start with your Kanban change initiative: on team level, on the value stream, or on portfolio level - every level has it's own challenges, pros and cons.
Very frequently, when we discuss a change initiative failure, we point as one of key reasons of the failure lack of support from top management. Much effort on team level is wasted because the organization on high level is set up to preserve status quo.
For a change agent looking to set an organization on a path on continuous, evolutionary change addressing the issue of stale mindset of the leaders of the company is frequently the key obstacle to overcome. Usually, a different set of tools is required to achieve that, especially for internal change agents who have hierarchy working against them.
I will show how we can use Portfolio Kanban as a low-friction method, which might be used by change agents, to steer mindset change among top managers. Similarly to team-level Kanban a few simple rules help to change how we look at project or product portfolio and how the work flows on high level.
Thinking about Kanban on portfolio level introduces the whole new set of challenges that can’t be solved with standard approach, so it is also a story about Kanban versatility and adaptability.
After all, if end results include better understanding of how the work is done, improved effectiveness and healthier work environment for teams it is worth giving a try, isn’t it?
Why is our defense procurement system broken and what do we need to understand before we attempt to "right the ship." A properly architected Project Management Office would be a good place to start and put operational decisions for programs at the correct level.
An APM event hosted by the London Branch on 17 May 2022.
Speaker: Emma-Ruth Arnaz-Pemberton
The role of PMO has changed so quickly that it’s difficult to keep up. Emma-Ruth took the delegates through the PMO journey so far, and explored what the future looks like; even in organisations where the future is now.
Resilience in a Post Covid World. Without resilience we fail to grow. Following the year we have had, this is the time to start to build skills such as resilience to support the ‘new normal’ whatever that looks like.
During this engaging and interactive presentation, Emma-Ruth explored the state of resilience in 2022. She helped you to discover why resilience appears so hard to find, and identified key focus areas for becoming resilient, as well as uncovering some practical tips that can help you to do so both as an individual and as a team; whether you are a Project Management Leader or Practitioner.
https://www.apm.org.uk/news/the-innovative-pmo/
Presentacion donde se comentan las dificultades de la gestion de portafolio agil en las organizaciones y como se puede mitigar las dificultades con practicas de agilidad a escala.
Where can Kanban be embedded in the organizational context? Sounds like an easy question, however, it is not always easy to answer - especially in bigger organizations. In this session I will introduce the Kanban Flight Levels model which provides an overview of the different fields of application of Kanban and helps to understand the implications for the organizational context. Furthermore, the model helps to clarify where to start with your Kanban change initiative: on team level, on the value stream, or on portfolio level - every level has it's own challenges, pros and cons.
Very frequently, when we discuss a change initiative failure, we point as one of key reasons of the failure lack of support from top management. Much effort on team level is wasted because the organization on high level is set up to preserve status quo.
For a change agent looking to set an organization on a path on continuous, evolutionary change addressing the issue of stale mindset of the leaders of the company is frequently the key obstacle to overcome. Usually, a different set of tools is required to achieve that, especially for internal change agents who have hierarchy working against them.
I will show how we can use Portfolio Kanban as a low-friction method, which might be used by change agents, to steer mindset change among top managers. Similarly to team-level Kanban a few simple rules help to change how we look at project or product portfolio and how the work flows on high level.
Thinking about Kanban on portfolio level introduces the whole new set of challenges that can’t be solved with standard approach, so it is also a story about Kanban versatility and adaptability.
After all, if end results include better understanding of how the work is done, improved effectiveness and healthier work environment for teams it is worth giving a try, isn’t it?
Why is our defense procurement system broken and what do we need to understand before we attempt to "right the ship." A properly architected Project Management Office would be a good place to start and put operational decisions for programs at the correct level.
An APM event hosted by the London Branch on 17 May 2022.
Speaker: Emma-Ruth Arnaz-Pemberton
The role of PMO has changed so quickly that it’s difficult to keep up. Emma-Ruth took the delegates through the PMO journey so far, and explored what the future looks like; even in organisations where the future is now.
Resilience in a Post Covid World. Without resilience we fail to grow. Following the year we have had, this is the time to start to build skills such as resilience to support the ‘new normal’ whatever that looks like.
During this engaging and interactive presentation, Emma-Ruth explored the state of resilience in 2022. She helped you to discover why resilience appears so hard to find, and identified key focus areas for becoming resilient, as well as uncovering some practical tips that can help you to do so both as an individual and as a team; whether you are a Project Management Leader or Practitioner.
https://www.apm.org.uk/news/the-innovative-pmo/
Presentacion donde se comentan las dificultades de la gestion de portafolio agil en las organizaciones y como se puede mitigar las dificultades con practicas de agilidad a escala.
Microsoft PPM tool (Project Online / Project Server) Case Study by epmsolutio...Sophia Zhou
Microsoft and Project Management Institute (PMI) have selected our client, the Department of Treasury, as a Microsoft PMicrosoft PPM (Project Online, Project Server) Implementation Case Study to showcase at the PMI Global Congress. In this Microsoft PPM Customer Case Study presentation slides, you will gain valuable insights about the client's Microsoft Project Server migration and implementation journey at its enterprise PMO, including success factors and lessons-learned.
Presentación que nos ayuda a determinar si una Oficina de Proyectos (PMO) es la herramienta que estoy buscando para apoyar la práctica de proyectos en mi organización
Successfully support the implementation and execution of Program Increments (PI) according to the Scaled Agile Framework® (SAFe) with Objective Key Results (known from Google)
A Governança de Portfólio PagSeguro com Kanban foi construída sobre os conceitos lean e sobre a filosofia da Agilidade. Essa apresentação resumo essa jornada.
¿Agile PMO? - Agile Product Management as an Organization.
Ponencia originalmente realizada en Agiles Colombia 2017 y AgileDefender.org 2017.
Posteriormente articulo publicado en ScrumAlliance.org con base en feedback de ponencias realizadas:
https://www.scrumalliance.org/community/member-articles/2025
Republicado en mi blog: http://www.agilisters.org/2018/02/agile-pmo.html
Presenting this set of slides with name - Project Management Kickoff Meeting Template Powerpoint Presentation Slides. This presentation comprises a total of 23 slides. Our team of PPT designers used the best of professional PowerPoint templates, images, icons and layouts. Also included are impressive, editable data visualization tools like charts, graphs and tables. When you download this presentation by clicking the Download button, you get the presentation in both standard and widescreen format. All slides are fully customizable. Change the colors, font, size, add and remove things as per your need and present before your audience.
Do you know what it takes to build a high-IMPACT PMO?
(attend the free training for this slideshare here: http://bit.ly/2Gu1I7S)
Whether you are starting a PMO for the first time, trying to get your PMO back on track, or just want to ensure that your PMO is as high-IMPACT as possible, this presentation will get right to the heart of what actually makes a difference, where you should start, and how to accelerate your PMO performance to deliver high-IMPACT outcomes for the organization.
It’s time to stop talking about “PMO survival” and ensure that YOU and your PMO are THRIVING!
This system has been developed leveraging more than 20 years of research and application of the most important techniques that Laura has used to transform the careers of hundreds of project managers, enabling them to become an invaluable strategic asset that business leaders are fighting over.
If you would like to attend the free training on this topic, go here: http://bit.ly/2Gu1I7S
After watching this presentation, you will be prepared to leverage a set of immediately applicable techniques to help you Get. It. Done.
Un vistazo a unos de los frameworks más populares y controversiales para la adopción Agile a nivel empresarial, y algunas reflexiones sobre la experiencia de aplicarlo en el mundo real.
ITVAMP creates as sample Gap Analysis for an organization that has some PMO areas but not an entire PMO. EPM is presented with Process Development deliverables. 2008
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change.
Agile transformation necessitates a fundamental rethinking of how your company organizes for delivery, how it delivers value to its customers, and how it plans and measures outcomes. Agile transformation is about building enabling structures, aligning the flow of work, and measuring for outcomes based progress. It's about breaking dependencies. The reality is that this kind of change can only be led from the top. This talk will explore how executives can define an idealized end-state for the transformation, build a fiscally responsible iterative and incremental plan to realize that end-state, as well as techniques for tracking progress and managing change.
Microsoft PPM tool (Project Online / Project Server) Case Study by epmsolutio...Sophia Zhou
Microsoft and Project Management Institute (PMI) have selected our client, the Department of Treasury, as a Microsoft PMicrosoft PPM (Project Online, Project Server) Implementation Case Study to showcase at the PMI Global Congress. In this Microsoft PPM Customer Case Study presentation slides, you will gain valuable insights about the client's Microsoft Project Server migration and implementation journey at its enterprise PMO, including success factors and lessons-learned.
Presentación que nos ayuda a determinar si una Oficina de Proyectos (PMO) es la herramienta que estoy buscando para apoyar la práctica de proyectos en mi organización
Successfully support the implementation and execution of Program Increments (PI) according to the Scaled Agile Framework® (SAFe) with Objective Key Results (known from Google)
A Governança de Portfólio PagSeguro com Kanban foi construída sobre os conceitos lean e sobre a filosofia da Agilidade. Essa apresentação resumo essa jornada.
¿Agile PMO? - Agile Product Management as an Organization.
Ponencia originalmente realizada en Agiles Colombia 2017 y AgileDefender.org 2017.
Posteriormente articulo publicado en ScrumAlliance.org con base en feedback de ponencias realizadas:
https://www.scrumalliance.org/community/member-articles/2025
Republicado en mi blog: http://www.agilisters.org/2018/02/agile-pmo.html
Presenting this set of slides with name - Project Management Kickoff Meeting Template Powerpoint Presentation Slides. This presentation comprises a total of 23 slides. Our team of PPT designers used the best of professional PowerPoint templates, images, icons and layouts. Also included are impressive, editable data visualization tools like charts, graphs and tables. When you download this presentation by clicking the Download button, you get the presentation in both standard and widescreen format. All slides are fully customizable. Change the colors, font, size, add and remove things as per your need and present before your audience.
Do you know what it takes to build a high-IMPACT PMO?
(attend the free training for this slideshare here: http://bit.ly/2Gu1I7S)
Whether you are starting a PMO for the first time, trying to get your PMO back on track, or just want to ensure that your PMO is as high-IMPACT as possible, this presentation will get right to the heart of what actually makes a difference, where you should start, and how to accelerate your PMO performance to deliver high-IMPACT outcomes for the organization.
It’s time to stop talking about “PMO survival” and ensure that YOU and your PMO are THRIVING!
This system has been developed leveraging more than 20 years of research and application of the most important techniques that Laura has used to transform the careers of hundreds of project managers, enabling them to become an invaluable strategic asset that business leaders are fighting over.
If you would like to attend the free training on this topic, go here: http://bit.ly/2Gu1I7S
After watching this presentation, you will be prepared to leverage a set of immediately applicable techniques to help you Get. It. Done.
Un vistazo a unos de los frameworks más populares y controversiales para la adopción Agile a nivel empresarial, y algunas reflexiones sobre la experiencia de aplicarlo en el mundo real.
ITVAMP creates as sample Gap Analysis for an organization that has some PMO areas but not an entire PMO. EPM is presented with Process Development deliverables. 2008
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change.
Agile transformation necessitates a fundamental rethinking of how your company organizes for delivery, how it delivers value to its customers, and how it plans and measures outcomes. Agile transformation is about building enabling structures, aligning the flow of work, and measuring for outcomes based progress. It's about breaking dependencies. The reality is that this kind of change can only be led from the top. This talk will explore how executives can define an idealized end-state for the transformation, build a fiscally responsible iterative and incremental plan to realize that end-state, as well as techniques for tracking progress and managing change.
En un mundo empresarial cada vez más cambiante, la transformación digital ofrecer a las empresas la oportunidad de reinventarse utilizando la tecnología como ventaja competitiva.
Veremos como la funcional del PPM Microsoft Project Online, permite apoyar la iniciación de un proyecto desde el manejo de las iniciativas, luego realizar la planeación de tiempo, costos, comunicaciones, riesgos, entre otras áreas, para poder emprender la ejecución y se mostrará la funcionalidad de la solución PPM para el monitoreo, control y presentación de reportes. Al final, revisaremos como el proceso de cierre puede ser apoyado por un PMIS como Project Online y otras soluciones de Microsoft.
Objetivo: Una las grandes dificultades para todo Sponsor PMO en los entornos actuales es poder lograr casos de éxito en el diseño, implementación y ejecución de una PMO. Compartiremos desde la experiencia: Cómo (Re) Diseñar, Implementar y Liderar una PMO Sector Público (caso de éxito) en España.
Similar a KANBAN en una PMO (a nivel de Portfolio Management) (20)
From dividing teams by Function to uniting teams by Project.pdfPMOfficers PMOAcademy
OBJECTIVE: Get to know the latest trends of a Future of Work where organisations and companies are going to be "liquid", and the management style will become increasingly fluid
El ciclo de vida de la gestión de riesgo en portafolio, una visión prácticaPMOfficers PMOAcademy
OBJETIVO:
Compartir nuestra visión del ciclo de vida de la gestión de riesgo en portafolio
Mostrar los factores claves de éxito en su implementación
Compartir experiencias reales y las oportunidades de adaptación
OBJECTIVE: to get insights on how a successful initiative is dependent on Team’s Synergy, Attitude and Skill Management. And to get the tips on having a high voltage team based on related scenario.
La importancia de la Gerencia de Proyecto para el desarrollo económico globalPMOfficers PMOAcademy
Objetivo: Compartiremos desde la experiencia como identificar la importancia de la Gerencia de Proyecto para el desarrollo económico global par a crearla como área de oportunidad para toda Organización de Siglo XXI
Objetivo: Una las grandes dificultades para todo Sponsor PMO en los entornos actuales es poder lograr casos de éxito en el diseño, implementación y ejecución de una PMO
Compartiremos desde la experiencia: Cómo (re)diseñar una IT PMO dentro de una Dirección de Telecomunicaciones de una Entidad Bancaria condenada al fracaso y convertirla en caso de éxito.
¿Cómo ayudará PMOfficers a los Profesionales y Empresas este 2022PMOfficers PMOAcademy
Compartir cómo ayudaremos desde PMOfficers durante todo este 2022 ante los retos de Siglo XXI:
1) A los Profesionales con Formaciones y Certificaciones PMO vía PMOAcademy
2) A las empresas en Consultoría PMO vía PMOXperience
The PMO can do much more than projects to help your organization by establishing a PMO beyond Project Management.
Objective
PMO for idea & Action Management, Target tracking by OKRs and strategic initiatives like customer experience.
To review the current state of organizational excellence by size, industry sector and region and consider how your PMO measures up and compares to others
To walk through some of the key challenges as the new normal emerges and what are the 'next practices' that are winning the game.
The PMOfficer is at the centre of these efforts and we will talk about the five emerge
España afronta un reto fundamental en los próximos años, el uso eficiente de la gestión de los Fondos Europeos para mejorar la situación económica. En este webinar revisaremos la aportación de valor de las PMOs a la optimización de los fondos next gen.
Modelo Cuantitativo de Riesgos de Proyectos con DT Simulator
KANBAN en una PMO (a nivel de Portfolio Management)
1. Webinars PMO 2019
“KANBAN en una PMO (a nivel de
Portfolio Management)”
Invitado: Blai García
Moderador: Leonardo Reyes
15 Mayo 2019 - 19.00 hrs ESPAÑA Hora Local
Serie: La Magia de la PMO
Objetivo: Entender y saber cómo poder aplicar
Kanban a una cartera de proyectos desde una PMO
2.
3. INFRASTRUCTURAS
Respecto al Área de Infraestructuras tecnológicas poseo título de
postgrado en ICT que puse en práctica sobre todo en mi periodo en Picking
Pack. Actuando como Director de TI desarrollé una implementación integral
de SAP: desarrollo de aplicaciones, despliegue de red y establecimiento de
centros de datos. He llevado el servicio de infraestructuras destinado en
SEAT como ICTO Service Delivery Manager.
APLICACIONES
Respecto al Soporte y Desarrollo de Aplicaciones, mi carrera se ha
relacionado con SAP desde 1998. Obtuve mi certificación en logística
aportando un profundo conocimiento sobre el sector de la distribución, en
mis incios en Philips Iberia. En Accenture jugué el papel Support Manager
en el centro de Outsourcing SAP a nivel global (Follow-the-sun)para
Deutsche Bank.
METODO
he dirigido proyectos aprovechando de mi gran experiencia en TI y mis
conocimientos sobre las normas de calidad: ITIL, PM-Bok, CMMI, LEAN y
SIX.SIGMA. Paricipado en la definición de oficina de Servicios y Oficina de
Proyectos en diferentes consutoras y en veinte final.
https://www.linkedin.com/in/blaigarcia/
https://twitter.com/blaigarcia
5. PROJECT: Según PMI un proyecto es un "esfuerzo temporal realizado para crear un producto, servicio o
resultado único". Un proyecto está diseñado para lograr un objetivo específico y tiene un principio y un final
definidos.
PROGRAM: Según el PMI, un programa es "un grupo de
proyectos relacionados que se administran de manera coordinada
para obtener beneficios que no están disponibles al administrarlos
de forma individual".
PORTFOLIO: Según PMI un portfolio incluye "Proyectos,
programas, otras carteras y operaciones gestionadas como un grupo
para lograr sus objetivos estratégicos".
https://www.planview.com/resources/articles/project-management-vs-
program-management-vs-portfolio-management/
6. La palabra Kanban viene del japonés y traducida literalmente
quiere decir tarjeta con signos o señal visual. El sistema
Kanban como tal surgió en Toyota, el fabricante japonés de
automóviles, para organizar mejor su producción de
vehículos dividiendo el proceso en fases bien delimitadas que
se tenían que cubrir correctamente para pasar a la siguiente
fase, garantizando así un producto de calidad.
https://www.ionos.es/digitalguide/paginas-web/desarrollo-web/que-es-kanban/
Principio 1: Empezar con lo que hace ahora
Principio 2: Llevar a cabo los cambios evolutivos de forma
incremental
Principio 3: Respetar los procesos, las responsabilidades y
los cargos actuales
Principio 4: Animar el liderazgo en todos los niveles
promoviendo la autogestión.
7. En total, se distinguen seis prácticas diferentes en el método Kanban:
Visualización: el tablero Kanban
permite tener una visión general de
los flujos de trabajo. La configuración
de este tablero es relativamente
abierta. Lo único importante es que
las estaciones estén claramente
definidas y cada columna tenga
determinado su límite.
Limitar WIP: cada columna puede
contar con un número máximo de
tareas. Únicamente cuando una
tarjeta pueda desplazarse a la
derecha, el equipo podrá coger una
nueva de la izquierda. Esto hace que
el flujo de trabajo sea más eficiente.
Gestión del Flujo: durante el proceso
de trabajo, pueden surgir bloqueos y
saturaciones. La observación del flujo
de trabajo puede ayudar a distribuir
correctamente la capacidad de los
equipos a largo plazo.
Regulación explícita: las reglas sirven
para diseñar los flujos de trabajo de
forma más clara y transparente. Entre
estas reglas, se cuentan la
determinación de límites, pero
también la definición de cuándo se
considera terminada una tarea. Del
mismo modo, las reglas deben ser
una parte visible y modificable del
tablero Kanban.
Feedback: el intercambio de
información es parte ineludible de los
flujos de trabajo porque solo así se
podrá mejorar. Mejorar la
retroalimentación en todas las áreas
del proceso
Kaizen: el trabajo en equipo con
Kanban debe mejorarse
continuamente. Por tanto, la teoría
parte de la base de que nunca se
llegará a un estado óptimo; por el
contrario, siempre se trabajará para
alcanzar nuevas mejoras.
8. Tiempo de Entrega (Lead Time)
El tiempo de entrega es el tiempo que pasa para
un elemento de trabajo entre el segundo que se
solicitó y el momento en que se entrega al
mercado.
Tiempo de ciclo (Cycle Time)
Tiempo de ciclo es todo el tiempo acumulado
desde el momento en que un miembro del
equipo comienza a trabajar sobre la tarea hasta
el momento en que se entrega al mercado.
•Trabajo en curso (WIP – Work In Process): el número de peticiones
(unidades de trabajo) que se están procesando.
•Rendimiento (Throughput): el número de unidades de trabajo que
salen del sistema en un tiempo determinado, p.ej., 3 historias de
usuario por día.
https://en.wikipedia.org/wiki/Little's_law
𝐿𝑒𝑎𝑑 𝑇𝑖𝑚𝑒 𝑊 =
𝑊𝑜𝑟𝑘 𝑖𝑛 𝑃𝑟𝑜𝑔𝑟𝑒𝑠𝑠 ( 𝐿
𝑇ℎ𝑟𝑜𝑢𝑔ℎ𝑝𝑢𝑡 (𝜆
11. HEALTH = ( ac * COST + at * TIME + as * SCOPE ) + br * RISK
Pesos: ac + at + as + br = 1
br afecta a los otros tres
RAG: Cost, Time, Scope, Risk
Valor: R = 3 , A = 2, G = 1
Rango: R (75;100) , A (25;75] , G [0;25]
Ejemplo:
Health = ( 20% COST + 20% TIME + 20% SCOPE) + 40% RISK
22. RUEDA DE PREGUNTAS
- Webinars gratuitos https://lnkd.in/ePwgDNh
- Grupo de LinkedIn PMOfficers https://www.linkedin.com/groups/12082008/
-Taller PMO-SR (Strategic Roadmap) https://lnkd.in/e6nTW4k (1/Junio On-Line & In-Company)
- Simulador Examen PMO-CP https://lnkd.in/ePQsNtf
- Libro LIDERA TU PMO https://lnkd.in/eskKP93
- Taller de Certificación PMO-CP http://bit.ly/2H4JTOk (In-Company)
- Consultoría y Auditoría para PMOs PMO INFO@PMOfficers.com
https://pmofficersconsulting.com/
23. Serie: La Magia de la PMO
Webinars PMO 2019
“KANBAN en una PMO (a nivel de
Portfolio Management)”
Invitado: Blai García
Moderador: Leonardo Reyes
15 Mayo 2019 – 19.00 hrs ESPAÑA
https://www.linkedin.com/in/blaigarcia/
@blaigarcia
blaigarcia@gmail.com
https://www.myblai.com/