The Agile PMO مكتب إدارة المشاريع الرشيق

‫الرشيق‬ ‫المشاريع‬ ‫إدارة‬ ‫مكتب‬
The Agile PMO
Abdelrahman Elsheikh Seedahmed , M.sc, PMOC,CBAP, PMP, RMP, ACP, PMI-SP,
KPI-A, EVM,CPRE, MCITP, MCTS, OCP, OCA, ITIL v3, CTFL, ISO20000, ISO27002

Abdelrahman Elsheikh Bio
 14 experience as Strategic PMO Director, Strategy Execution Consultant,
PMO Consultant, Project Manager, Business Analyst and Software
Engineer.
• Master Degree in Software Engineering.
• Project Management Office Certification (PMOC).
• Certified Project Management Professional (PMP).
• Agile Certified Practitioner (PMI-ACP).
• Risk Management Professional (PMI-RMP).
• Schedule Professional (PMI-SP).
• Certified Business Analyst Professional (CBAP).
• Microsoft Certified IT Professional (MCITP).
• Key Performance Indicator Associate (KPI-A).
• OCP and OCA.
• Certified Professional for Requirement Engineer (CPRE).
• Certified Tester Foundation Level (CTFL).
• Earned Value Project Management (EVM).
• ISO/IEC 20000 Foundation.
• ISO/IEC 27002 Foundation.
• Certified ITIL Foundation Level.

Agenda
• Agile Definition
• PMO Definition.
• Agile PMO Definition.
• Why Agile PMO?
• Benefits of Agile PMO.
• How Agile PMO Bringing Agility to Organizations?

Agenda
• Agile Definition.
• PMO Definition.
• Why Agile PMO?
• How Agile PMO Bringing Agility to Organizations?

Agile Definition
• Able to move your body quickly and easily.
• Able to think quickly and clearly.

Agile Definition
• Agile project management allows you to produce smaller
deliverables more frequently and efficiently, making it an
excellent choice for teams that work in product development,
programming, business analysis, researches and other
collaborative areas.

PMO Definition
• A management structure that standardizes the project-
related governance processes and facilitates the sharing
of resources, methodologies, tools, and techniques

The Agile PMO مكتب إدارة المشاريع الرشيق

Agile PMO Definition
• Bringing Agility to PMO.
• The capability to quickly sense and adapt to external and
internal changes to deliver relevant results in a
productive and cost-effective manner.

Why Agile PMO?
• Traditional PMOs suffer from many symptoms such as:
– PMOs perceived as “Processes Police”.
– Resources utilization.
– Terrible projects delivery.
– Selection and Prioritization of Projects.

Benefits of Agile PMO
• Build, develop and set the organization’
environment to accelerate delivering business
value.

Eat Your Dessert First — Early Value Delivery
• The reason projects are undertaken is to generate business value, be
it to produce a benefit or to improve a service.
• If value is the reason for doing projects, then value-driven delivery is
the focus of the project throughout the planning, execution, and
control efforts.

• Agile methods promote early value delivery.
• This means the Agile PMO aims to help projects teams to
deliver the highest value portions of the projects as soon as
possible.
• There are two key reasons for this approach:

• First, life is short, weird stuff happens, and the longer a projects runs, the
longer the horizon becomes for risks such as failure, reduced benefits,
erosion of opportunities, and so on.
• To maximize success, Agile PMO help to deliver as many high-value
components of projects as soon as it can, before things change or
go sideways.

• The second major reason is that stakeholders satisfaction plays
a huge role in projects success.
• Tangible results raise stakeholders’ confidence, build rapport
with them, and get them on board early, creating virtuous
circles of support.

PMI Pulse of the Profession 2018

Agenda
• Agile Definition.
• PMO Definition.
• Why Agile PMO?
• How Agile PMO Bringing Agility to
Organizations?

How Agile PMO Bringing Agility to Organizations?
1. Promote Agile Mindset, Lean Thinking and Leadership.
2. Agile Portfolio Management.
3. Introduce Agile tools and techniques in traditional (waterfall)
projects and programs.
4. Knowledge worker projects.

1. Promote Agile Mindset, Lean Thinking and
Leadership .
3. Introduce Agile tools and techniques in traditional (waterfall)
projects and programs.

Promote Agile Mindset, Lean Thinking and
Leadership

Leadership
• Agile is more humanistic than mechanistic, as evidenced by the agile
value of “Individuals and interactions over processes and tools.”
• The concept of valuing people over processes goes beyond how we
manage the work to be done on the project.
• It also impacts how we organize and motivate our team members,
and how we assume our role as leaders.

Leadership
• Leadership is about tapping into peoples intrinsic motivations.
• To be effective leaders, we need to discover why our people want to
do things, understand what motivates them, and then align their
project tasks and goals accordingly.
• It is when we align project objectives with personal objectives that
we get higher levels of productivity.

Management versus Leadership
• Management has a more mechanical focus than leadership; it is
concerned with tasks, control, and speed.
• In contrast, leadership assumes a humanistic focus on people and
purpose; it is more concerned with empowerment, effectiveness,
and doing the right things.

• So does this mean that leadership is better than management?
• Can we have just leadership without management?
• No; we definitely need the mechanics of management in place.

• But to be truly effective, we then need to layer leadership on top of
those mechanics.
• We can best amplify team productivity through a combination of
management and leadership.

Servant Leadership
• Agile promotes a servant leadership model that recognizes that it is
the team members, not the leader, coach, Scrum Master, or project
manager, who get the technical work done and achieve the
business value.
• The servant leadership approach redefines the leader’s role in
relation to the team.

Servant Leadership
• The four core duties of Servant leader are:
– Shield the team from interruptions.
– Remove impediments to progress.
– (Re) Communicante Project vision.
– Carry food and water.

Agile Portfolio Management
• Portfolio development.
• Portfolio tracking.
• Resources Allocation and Utilization.

Portfolio Development
• Using Agile Tools and Techniques in:
– Initiatives Filtering (Selection).
– Initiatives Prioritizations.

Initiatives Filtering (Selection)

Initiatives Prioritizations
Business Goals &
Strategic Objectives

Portfolio Development
• Cancel or Postpone Projects.
• Prioritize Projects by Business Value.

Portfolio tracking
• Using Kanban Boards and WIP Limits.

Kanban Boards
• Kanban boards can help deliver value on projects in a number of
ways.
• This name comes from the fact that the tools are simple (cards,
charts, etc.) and easy for all team stakeholders to manipulate (move
cards, reorder lists, etc.).

WIP Limits
• Work In Progress (WIP) (sometimes known as Work in Process or
even Work In Play) is the term given to work that has been started,
but has not yet been completed.

WIP Limits
• Excessive WIP is associated with a number of problems including:
1. WIP consumes investment capital and delivers no return on the
investment until it is converted into an accepted product.
2. It represents money spent with no return, something we want to limit.
3. WIP hides bottlenecks in (Projects) processes that slow overall
workflow (or throughput), and it masks efficiency issues.
4. WIP also represents risk in the form of potential rework, since there
may still be changes to items until those items have been accepted.
5. If there is a large inventory of WIP, there may in turn be a lot of scrap
or expensive rework if a change is required.

WIP Limits
• Because of these problems, agile approaches generally aim to limit
WIP.

WIP Limits – T&T
• A common way to apply WIP limits on agile projects is to use
Kanban boards that restrict the amount of work in a system and
help ensure that WIP limits are not exceeded.

WIP Limits
• Using tools such as Kanban boards with WIP limits may help to:
– Identify and remove bottlenecks and, as a result, keep the process
running efficiently with optimal WIP.
– Reduce the risks of tied-up capital, rework, and waste on the projects.

WIP Limits
• This may be done with the best intentions, such as to utilize
everyone’s availability and to keep people busy working on the
projects.
• But the problem is that if we have a bottleneck in project A’ tasks or
Project B’ tasks, for example, then other Projects may end up sitting
for a while and work accumulates in the system.
• When this occurs, it is difficult to identify where the bottleneck is
because everyone appears to be busy.

WIP Limits
• The following diagram illustrates a Kanban board with no WIP limit.
• You can see that there is a lot of WIP, which means the Projects’
teams are busy.

WIP Limits
• But you cannot see which Projects are idle and where the
bottlenecks are that are contributing to a slow workflow.
• We don’t want to run the system with next to no WIP for too long,
since it slows throughput because everyone but the bottleneck is
waiting for work.
• But it is an effective method for identifying bottlenecks (or
“constraints,” if we use Theory of Constraints terminology, which is
the origin of this concept).

WIP Limits
• The following diagram shows a Kanban board with a WIP limit that
is set too low.
• There is only one Project in progress, which means some Projects are
idle and there is a slow workflow.

WIP Limits
• It is very easy to identify which item is holding up the workflow.
• Once the bottleneck item is identified, we can elevate the constraint
and remove the bottleneck by making it more efficient.
• With the first constraint removed, we can run the process again and
see if there is another item that is causing a slow workflow,
repeating the process until projects are sometimes idle, but projects’
tasks are being worked on most of the time and throughput is fast.

WIP Limits
• The following diagram shows a Kanban board with an appropriate
WIP limit for the PMO Projects.

WIP Limits
• There is sufficient work occurring.
• People are sometimes idle, or have some slack, but the bottlenecks
are cleared and there is a fast workflow.
• The aim of WIP limits is to optimize throughput of work, not to
optimize resource utilization.

WIP Limits
• We tend to think project members should be busy working all the
time and anything else is laziness or inefficiency.

WIP Limits
• Consider a highway:
– When does it flow best—when it is fully utilized (busy), or with
some slack (less busy)?

WIP Limits
• Limiting WIP helps identify bottlenecks and maximize throughput on
a projects, just like limiting the number of cars on a road helps traffic
flow faster.

WIP Limits
• John Little’s Law, which is shown in the following diagram, is related
to WIP.
• It states that how long we are going to have to wait for benefits (the
cycle time) is proportional to how much WIP we have (the queue
size).
• In other words, we can predict completion times based on the size
of the WIP queue.

Portfolio tracking
Business Goals &
Strategic Objectives
Production

Resources Allocation and Utilization

Traditional PMO
• Execute Many projects at the same time.
• Distribute Resources between multiple projects.
• Stress Maximum resource utilization.
• ROI delivered only after Projects are finished.

Resources Multitasking
• The root cause of multitasking is that many organizations don't have
a clear view of their enterprise capacity.
• The focus here is on tracking capacity at the resource level and
attempting to maximize resource assignment to projects based on
hours.

• Many of PMOs and resource managers believe that too
many splitting someone (such as Mohammed or
Abubakr in the example above) across several different
priorities somehow adds up to 100%.

• They don't understand the impact on the enterprise with
such cross-project allocation and shuffling.
• In most cases, this “push” to maximize resource
utilization results in the completion of less valuable work.

• In his book “Quality Software Management: Systems Thinking”
Gerald Weinberg proposed a rule of thumb to calculate the waste
caused by project switching:

Agile PMO
• Dedicate resources to each project.
• Ensure each project has all resources needed to
complete the project.
• Stress maximum project throughput.
• ROI delivered incrementally after each project release.

Establish Stable Cross-Functional Teams
• This may seem like an impossible task at first, but it will be worth the
effort.
• Begin by keeping your existing cross-functional project teams
together.
• This means you shouldn't break them up at the completion of their
project; instead, let them pull the next-highest-priority Project from
the enterprise backlog on which they are qualified to work.

Establish Stable Cross-Functional Teams
• The team may need some tweaking of roles based on the new
Project (perhaps even the addition of a new business SME or analyst
with a specialty in that area).
• When you're ready to take a stab at designing stable enterprise
teams, schedule a couple of days for this activity, prepare a
structured agenda, and invite the right people from both
management and the functional team to contribute.

1. Promote Agile Mindset, Lean Thinking and Leadership.
3. Introduce Agile tools and techniques in traditional
(waterfall) projects and programs.

Introduce Agile tools and techniques in traditional
(waterfall) projects and programs
• The idea is about using agile tools and techniques in
traditional (waterfall) projects and programs.

Scrum Tools and Techniques in Project Management

Scrum Tools and Techniques in Program Management

Knowledge Worker Projects
• These are projects with subject matter expertise who
communicate their knowledge and take part in analysis
and/or development efforts.
• Some projects, especially knowledge worker projects
occurring in fast-moving or time-constrained environments,
call for an agile approach.

Knowledge Worker Projects
• The communication and collaboration required for
knowledge worker projects are often more uncertain and less
defined than in industrial work.
• As people applied industrial work techniques to knowledge
worker projects, frustration and project failures increased.

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