agile pmo - pm
TRANSCRIPT
© Copyright 2014 Conteneo, Inc. 1
Agile Portfolio Management
© Copyright 2014 Conteneo, Inc. 2
Four Key Concepts
Large organizations adopting Agile must manage four key concepts.
Type of Work
Size of Team(s)
Project Governance
Portfolio Governance
© Copyright 2014 Conteneo, Inc. 3
Four Key Questions
This deck will provide an overview of how to do this by framing these concepts as questions.
Type of Work
Size of Team(s)
Project Governance
Portfolio Governance
What kind of work are we
doing?
What processes
should we use to estimate and manage deliverables?
What governance
strategy should we choose?
How should we allocate and
structure teams within a project
or product?
How does the number of
teams grow over time?
PMO &Product Development Processes
4
PM
TPM
Team
SM
Portfolio board
Portfolio Management ProcessSelect the right projects.
Allocate resources to projects.
Product Development ProcessBuild the right stuff.Build the right way.
Organize based on allocated resources.Engage in process improvement.
Link between portfolio &
product.
© Copyright 2014 Conteneo, Inc. 5
Assumptions
• We assume the reader is familiar with Agile development techniques, including Scrum, XP and Lean Kanban.
• In other words, this really is for large organizations who want to scale in a sensible way.
Let’s start with Types of Work
And we’ll keep going from there
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Corporate Initiatives
We Distinguish Three Types of Work
OngoingProduct
Development
NEW Product
Development
12
3
BYOD Security
CRM Migration
Other corporate initiatives
Product Life Cycle
8
Stage GateProjects move through defined stages via formal gates.
We Distinguish Two Governance Processes
UNDERSTANDING DEVELOPMENTANALYSIS AND PLANNING END / LAUNCH
Gate 1 Gate 2 Gate 3 Gate 4 Closure
New
Roadmap & BacklogProjects or work items move under the control of the teams that control these items. Roadmap
Backlog
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Corporate Initiatives
We Distinguish Three Types of Work
OngoingProduct
Development
NEW Product
Development
12
3
BYOD Security
CRM Migration
Other corporate initiatives
Product Life Cycle
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Corporate Initiatives
Work Processes and Governance Models
OngoingProduct
Development
Product Life Cycle
NEW Product
Development
.fr migration
.it migration
Other corporate initiatives
Stage Gate
Stage Gate
Roadmap and Backlog
© Copyright 2014 Conteneo, Inc. 11
What is an Agile Team?
Product ManagerRepresents business goals, focused on value.Prioritizes.
Agile Coach (Scrum Master)Focused on product planning, sprint boundaries, milestonesPull vs. Push model to create and consume backlog of coaching events.
Coaches drive teams to increase performance the OODA loop.
Dev TeamBecause the team is capable of building and releasing code into production they are usually cross-functional and interdisciplinary.
Can put code into production!
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Corporate Initiatives
Teams are Allocated by the PMO
OngoingProduct
Development
Product Life Cycle
NEW Product
Development
.fr migration
.it migration
Other corporate initiatives
Stage Gate
Stage Gate
Roadmap and Backlog
Piccolo1 Team
Grande>4 Teams
Medio2-4 Teams
Note:Within a product line or vertical there may be several active projects. Each project has a separate backlog, a defined team structure and a chosen process model.
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Corporate Initiatives
Team Allocation Strategies
OngoingProduct
Development
Product Life Cycle
NEW Product
Development
.fr migration
.it migration
Other corporate initiatives
Stage Gate
Stage Gate
Roadmap and Backlog
Stay Lean – Grow as success warrants
Grow in a defined manner based on Stage-Gates and Resources
Grow rapidly to capitalize on market share / profit.
Reduce size to free up cash for new growth
Stabilize on a team sized commensurate with profit.
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Teams Allocated By Forward PlanningUNDERSTANDING DEVELOPMENTANALYSIS AND
PLANNING END / LAUNCH
Gate 1 Gate 2 Gate 3 Gate 4 Closure
Num
ber
of T
eam
s
Time
A Piccolo might be a single team over the life of the project.
A Medio might start with two teams in early phases, grow a bit, then shrink.
A Grande might be a large project/product designed to absorb many teams through architecture.
OOPSLA-98 15
Architecture is What Drives Team Scale
Interface
DomainModel
ObjectTranslation andPersistant Store
RouteManagement
FleetManagementScheduling
A
BIndividual
Teams Have Independent
Structure
“Build the Right Thing”
“Build the Right Way”
© Copyright 2014 Conteneo, Inc. 16
Shapes Of Projects
ALL FIXED
From Iron Triangle to Agile Triangle
ScopeRESOURCES
Schedule
The Iron Triangle
ScopeRESOURCES
Schedule
The Agile Triangle
FIXED
NEGOTIATEDMOSTLYFIXED
From Agile Triangle to Continuous Flow
Sprint Sprint Sprint Sprint Sprint…
Sprint Sprint Sprint SprintSprint Sprint
SprintSprint Sprint SprintSprint
Bigger / Infrequent Market Facing Releases
Buffer Push
Enterprise
Chunk
Flow
Increasing
• Autonomy• Decoupled
Teams• Automatio
n
Sprint Sprint Sprint
Absolutely Reliable Date Driven ReleasesTrainSprint Sprint Sprint
Irregular releases based on a „Chunk“ of Value
Release Every Sprint
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Teams Work According to Defined Project Shapes
EnterpriseDesigned to hit market windows defined in roadmaps, Enterprise projects have release plans consisting of multiple sprints based on thorough release planning. Maps nicely to traditional PMI-styl project management. Emphasizes learning and adjustment.
TrainDate-driven projects with heavy up front planning; closely associated with service platforms.
ChunkShorter, irregular release cycles based on “chunk” of business value that are pushed to production is ready. Intense interactions with PO and team. Closely aligned with Lean Kanban and startups.
FlowContinuous release cycles (release after every Sprint); continuous planning. Backlogs need grooming.
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Putting These Concepts Together
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A Tale of Three Configurations
A stable product with millions in revenue
A new product initiative, just being verified
A corporate initiative to consolidate logins across platforms
Type of Work Ongoing Prod Dev New Prod Dev Corp Initiative
Governance Roadmap & Backlog Stage-Gate Stage-Gate
Shape of Project Enterprise or Chunk, likely Enterprise
Chunk Train
Size of Team Based on Revenue Piccolo Based on Budget
Allocation Strategy
Stable, defined by yearly revenue
Small with potential to grow
Planned rise and fall
Techniques to leverage include:
Agile Product Management
Lean Startup Cynefin
Strategy-Glue-Tactics
Agile Product Development
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PM/PO Deliverables
Strategy
Tactics
Glue
Longer termHolistic
Shorter TermFocused
ProductVision
Product Purpose
Why
RoadmapUser Story map
Backlog
Release Plan
Lean Canvas
Business Model Canvas
Business Drivers
Sprint
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Flows
Strategy
Tactics
Glue
Longer termHolistic
Shorter TermFocused
ProductVision
Product Purpose
Why
RoadmapUser Story map
Backlog
Release Plan
Lean Canvas
Business Model Canvas
Business Drivers
Sprint
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Techniques
Strategy
Tactics
Glue
Longer termHolistic
Shorter TermFocused
ProductVision
Product Purpose
Why
RoadmapUser Story map
Backlog
Release Plan
Lean Canvas
Business Model Canvas
Business Drivers
Sprint
Prune The Product Tree
Speed Boat
Vision Box
Me and My Shadow
Start Your Day
Buy a Feature
Whole Product
© Copyright 2014 Conteneo, Inc. 26
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