Presentation by Adrian Pyne given to the APM Midlands branch on 17 May 2017 in Coventry

1. Midlands Branch
17th May 2017
Adrian Pyne
Pyne Consulting l
How to move to Agile
working for projects

2. Pyne Consulting l Applied Impact Technology 2

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 Reprise: Agile PM is….
 How NOT to become Agile (probably)
 Conditions for becoming Agile
 The Agile Project Management Roadmap
Content
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Reprise: Agile PM is…..

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Reprise: Agile PM is…
Core Principles of Agile High Level
 Satisfy the customer - Produce outcomes
that result in benefits – incrementally / regularly in
order of priority
 Value driven and time box where possible
 Clear roles and responsibilities
 Enough definition to get started
 Embrace changing requirements with
robust change control
 Sustainable environment for success
 Empower the team to make rapid decisions
 Collaborative behaviours based on Trust
and quality communications
 Simple keep it simple
 Reflect, learn and adjust at regular
intervals
 ‘Fail early’ if results disappoint
TIME
SCOPE
COST
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Reprise: Agile PM is…
Organisation Culture
Vision
Strategy
Technology
ProcessPolicies
Values
Organisation
Rules
Behaviours
Symbols
Relationships
Perceptions
Beliefs
Assumptions
Unwritten
rules
Common practice
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Reprise: Agile PM is…
An Agile Project Manager stands back…hands off

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Timeboxing
Collaboration
Engagement
Purpose
Reprise: Agile PM is…
JUST
ENOUGH

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How NOT to become Agile

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How NOT to become Agile
 Centralised / inflexible governance landscape
 Unwillingness to delegate
 Insufficient engagement by executive
 Failure to commit operational resources
 Control freak management at all levels
 Confusing Agile development with PM
 Bottom up does not work/scale
 Fail to sustainnnnnnnnnnnn……..

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How NOT to become Agile
Link to video:
https://www.youtube.com/watch?v=4u5N00ApR_k&t=4s

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Agile Development, e.g. Scrum
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How NOT to become Agile
Agile project management vs agile development

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Business
Case
Prepare for Change
Stakeholder Manage
Integration
test
Business implementation
Cutover
Release
Bed
in
Muster
programme
Programme/project Assurance
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How NOT to become Agile
Agile project management vs agile development

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Conditions for becoming Agile

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Conditions for becoming Agile
 “C” level gets Agile and actively Leads
 Agile working part of Strategy
 Change implications understood
 An Agile Change Programme
– with investment
 “C” level Champion as part of their job!

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The Agile Project Management Roadmap

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The Agile Project Management
Roadmap
 Maturity approach
 Components
 Change programme
People
ToolsProcess

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1. Lead through inspiration, care and Trust
2. Open Minds, Make the Change, Embed the Change
3. Work with your environment
4. Understand what can stop you being successful
5. Know and communicate the purpose of the Change
6. Recombine and re-use
7. Prepare for delivery AND for operations.
8. Be flexible and adapt, e.g. plan, measure and adjust
9. Ensure people know what they are to do, where they fit and how
they can work
10. Build a confident and professional team
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The Agile Project Management
Roadmap: Adrian’s Tactics for Change

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1. Increase urgency
2. Build guiding teams
3. Get the vision right
4. Communication for buy-in
5. Enable action
6. Create short-term wins
7. Don’t let up
8.Make it stick
Create a
Climate for
change
Engaging and
enabling the
organisation
Implementing and
sustaining change
Open Minds,
Make the Change,
Embed the Change
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The Agile Project Management
Roadmap: Kotters 8 Step Change Model

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The Agile Project Management
Roadmap
Maturity approach

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The Agile Project Management
Roadmap
People
ToolsProcess

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The Agile Project Management
Roadmap
People Process Tools
Senior stakeholder minds
AND hearts
Adapted Governance for
Agile working
Minimum NEEDED info:
DASHBOARD
Agile leadership Defined delegated
authority
Ability to deep dive
Behavioural change, Agile
PM community
Lean escalation routes Maximised use of data
sets per stakeholder
Agile teams: R&R, ways
of working, interfaces
Agile PMO, roles,
interfaces, reporting
Lean process workflows
Resource owner
engagement
Agile P3 Framework,
Mand vs. Opt, Guidance
Lean decision points
linked to delegation
Resource commitment Lean PM templates Audit trails
Training, coaching, etc.

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The Agile Project Management
Roadmap
Level 1: Islands of Agile, ignorance, delusion
and indifference
 Local Agile practice (IT)
 Bottom up initiatives
 No common Agile approach
 Misunderstandings
 Mistakes
Sea of ignorance
and indifference

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Regulator
Airside
Terminals
IT
Handling
Airlines
Finance
Passengers
Commercial
Local authorities
Constructors
/ Contractors
/ Suppliers Media
Executive
/Owners
Local people
Employees
HR
Security
Unions
ATC
Competition
Retailers
The Agile Project Management
Roadmap: Level 1

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The Agile Project Management
Roadmap: Level 2
 Agile Sponsor
 Agile Champions
 Agile PM Framework with Pilot(s)
 Lean templates to support Framework
 Adapted Governance
 Coaching/training for Agile PMs and senior Ops
 Negotiated release of Ops resources and backfill
 Communication, communication, communication

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The Agile Project Management
Roadmap
Level 2: Gatwick
 COO active Leadership – Vision, Value and delegation
 Collaborative development of Framework (PMs & PMO)
 Adapted Governance, e.g. project approval/funding
 Guidance to Framework related to project “scope”
 Training (formal/informal) and coaching
 No pilots but all projects had support
 Communication, communication, communication

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The Agile Project Management
Roadmap
Level 3: Leadership and Embedding
 Agile Sponsor sustaining at both levels
 Agile PM Framework for reference
 Adapted Governance fully recognised
 Automation – smart tools introduced
 Agile PM community / self coaching
 Ops resource management process
 Communication, communication, communication
GO NO FURTHER

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The Agile Project Management
Roadmap
Level 3: Gatwick
 COO active Leadership – Energy and
 Framework more a supporting document
 Adapted Assurance by programme/project – PM Tool
 PMO engaged in Reviews: consistency/support
 Coaching only
 Third party contracts by relationship type
 Communication, communication, communication

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The Agile Project Management
Roadmap
Level 4: Leadership, Professionals & Integration
 Sponsor sustaining energy at both levels
 Agile PM culture fully operative
 Adapted Governance part of default
 Agile PM community self-sustaining
 Tools/data for trends and improvements
 Communication, communication, communication

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The Agile Project Management
Roadmap
Level 4: Gatwick
 COO active Leadership – Energy and
 Governance integration: Financial reporting/budget cycle
 Agile PM Professionals
 Collaborative suppliers the new “norm”
 PMO facilitates Agile PM Centre of Excellence
 Communication, communication, communication

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The Agile Project Management
Roadmap
Level 5: Leadership, sustainability, innovation
 Creativity over Process
 Incremental improvement
 Not a peak
 Not a steady state
 Always under threat

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The Agile Project Management
Roadmap
Level 5: Gatwick - Review, learn, improve
Link to “F1 Perfection video”
https://www.youtube.com/watch?v=aHSUp7msCIE

33. Pyne Consulting l
 Reprise: Agile PM is….
 How NOT to become Agile (probably)
 Conditions for becoming Agile
 The Agile Project Management Roadmap
Content
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Thank you
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Pyne Consulting l
a.pyne@btconnect.com