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Traditional vs Lean Portfolio Management, Agile PMO & Organisations

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Traditional vs Lean Portfolio Management, Agile PMO & Organisations

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This deck showcases how the future can look for organisations as they attempt to scale up agile and lean practices and principles across the entire organisation.


Regardless if we have entered to do project/programme/portfolio work, once onsite I find it is a great way to introduce the wider organisation to the ideas that we use to deliver and how they can support all areas and activities in the organisation.


Key concepts;

- How traditional PMO and organisation are setup
- Legacy mindset for are alive and still driving the majority of portfolio/organisation behaviours
- Comparisons of traditional and agile/lean mindsets
- Principles of agile/lean portfolio/organisation management
- Organisational structure
- Annual vs Incremental funding (Beyond Budgeting)
- Limiting Work in Progress i.e. its only matters how many projects you finish, not start.
- Managing and visualising capability
- Coping with portfolio complexity through experimentation and validated learning
- Removing the concept of projects and focusing on continuous delivery of value
- Benefits of agile/lean portfolio/organisation management

This deck was compiled using referenced materials and the support of David Joyce (@dpjoyce) and Ian Carroll (@caza_no7)

This deck showcases how the future can look for organisations as they attempt to scale up agile and lean practices and principles across the entire organisation.


Regardless if we have entered to do project/programme/portfolio work, once onsite I find it is a great way to introduce the wider organisation to the ideas that we use to deliver and how they can support all areas and activities in the organisation.


Key concepts;

- How traditional PMO and organisation are setup
- Legacy mindset for are alive and still driving the majority of portfolio/organisation behaviours
- Comparisons of traditional and agile/lean mindsets
- Principles of agile/lean portfolio/organisation management
- Organisational structure
- Annual vs Incremental funding (Beyond Budgeting)
- Limiting Work in Progress i.e. its only matters how many projects you finish, not start.
- Managing and visualising capability
- Coping with portfolio complexity through experimentation and validated learning
- Removing the concept of projects and focusing on continuous delivery of value
- Benefits of agile/lean portfolio/organisation management

This deck was compiled using referenced materials and the support of David Joyce (@dpjoyce) and Ian Carroll (@caza_no7)

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Traditional vs Lean Portfolio Management, Agile PMO & Organisations

  1. 1. ThoughtWorks Local Office Day Traditional vs Agile/Lean PMO
  2. 2. Dean Leffingwell Many “impediments” rise to a ceiling that is beyond the control of the teams. Sometimes the ceiling is represented by the PMO, a place many agilists perceive to be “the mother ship of impediments.” Indeed, if you mention the words project office or PMO among a group of agilists in the trenches, reactions will vary, but probably only from negative . . . to very negative. It should come as no surprise that our agile teams, and programs, are being held accountable to legacy waterfall practices for governance, and traditional methods of project management. They are based around legacy mindsets, but that was all there was.
  3. 3. Legacy Mindsets Widget engineering “Draw it up, and build it like you drew it” Order-taker mentality “You build, what we tell you to build” Maximize utilisation “The more we start, the more we finish” Control through milestones “If we still can’t tell where we are we’ll just ask for more detailed data” We can plan a full year of projects “If we only planned in more detail, we could really get it right this year.” Just get it done “This is the plan ‘we’ agreed to; now execute it”
  4. 4. Project Planing Organising for Work, Henry L. Gantt, Harcourt, Brace and Howe, 1919
  5. 5. People Utilisation Organising for Work, Henry L. Gantt, Harcourt, Brace and Howe, 1919
  6. 6. Peter Drucker “There is nothing so useless as doing efficiently that which should not be done at all.” Focus on execution through agile Should it be done? NOT Can it be done?
  7. 7. www.bbrt.org › Beyond-budgeting
  8. 8. Dave Snowdon – Cynefin Model Programmes are complex adaptive systems,
  9. 9. Programme and projects How do be a Programme manager – and why they are awesome…. Little about delivering value
  10. 10. From Projects to Continuous Delivery of Value “Traditionally, based on a construction-like metaphor, a “project” gathered some resources together, a set of requirements, a mission, start and end dates, and a project manager. The project then binds these things to together in a package that tends to become fixed and immutable. Once started, every project develops its own antibodies to change. No one wants to be part of a canceled project; jobs may be on the line, even if the result was a “successful early failure” of a new product or technology. How does one innovate in that environment?” Dean Leffingwell
  11. 11. From Continuous Delivery to Continuous Validated Learning
  12. 12. Lean Startup – Eric Ries Plan, Do, Check, Act - Deming
  13. 13. How does experimentation apply to everything we do
  14. 14. How Programme Wall Could be

Hinweis der Redaktion

  • Just as in software projects, we are applying the same logic to traditional
  • Bonus System – if you ahead of time, you get a bonus… behind beating up – what behaviours would that drive for budgeting, sizing etc
  • Ideal chart – maximize utilization
  • Smaller pieces of workExperimentsUselearnings
  • De-risking big betsSmall batchesHigher frequency Data driven decision based on learning in system

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