Creating a Lean PMO - Sched · Creating a Lean PMO Julee Bellomo ... Partner with local Startup to...

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2017

Creating a Lean PMO

Julee Bellomo

Empower People, Enable Flow

@juleebellomo

Agile Transformational Consultant

AgileThought

Julee Bellomo Everett

PMP . PMI-ACP . PSM I . PSM II . PSM III . PSPO . PSPO II. PST . CSM . CSPO . CSP . SAFe SA . ADKAR®

Random distributor who lives with an

organizer; Libra who craves harmony

but enjoys a good debate; passionate

agile practitioner; people enthusiast.

If you can’t explain it, you can’t sustain it.


Portfolio Management over Project Management

Radical Collaboration over Business Titles

Learning over Policing

Empowerment over Enforcing

We care about the items on the left more than we care about those on the right

A Lean PMO Workflow

LIFT OFF

IN FLIGHT

ASSESSMENT

IDEATION

Portfolio Management @ a Glance

Enterprise Portfolio Kanban

Hands Off!

Product Canvas

Release Plan

Assessment Activities

IDEATION

LIFT OFF

IN FLIGHT

ASSESSMENT

An Agile Organization

Systems Thinkingunderstanding cause and effect and applying action learning

Leanlearn-measure-build cycle continuously

improves key processes

Agile < Lean < Systems Thinking

7

Agileadapts to changes, able to seize

emerging opportunitiesFrameworks

…

Kanban

Scrum

Delivery

Alignment

Accountability

Systems Thinkingunderstanding cause and effect and applying action learning

Leanlearn-measure-build cycle continuously

improves key processes

Agile < Lean < Systems Thinking

8

Agileadapts to changes, able to seize

emerging opportunitiesFrameworks

…

Kanban

Scrum

Sustainability

Scalability

Flexibility

Provides

Connect Business Strategy & Product Strategy

Business Outcomes

Product Vision & Strategy

Release Planning

Sprint Planning

Daily Scrum

Portfolio Management

Delivery Management

Business Strategy

Evolve from projects to products

Sales

LegalHR

Business Development

Finance

Sales

Evolve from projects to products

Sales

Sales

Finance

Legal

HR

BusinessDevelopment

Sales

LegalHR


Finance

Sales

Evolve from projects to products with small features

Sales

Sales

Finance

Legal

HR

BusinessDevelopment

Sales

LegalHR


Finance

Sales

13

I N V E S T

Independent Negotiable Valuable Estimable Small Testable

INVEST in small increments to get to done

14

Sales

Sales

Finance

Legal

HR

BusinessDevelopment

3 m

on

th h

ori

zon

Work with short timelines

Align on outcomes & value

15

Ideas Planning Execution Assess

Go

/ N

o G

o

Rea

dy

/ N

ot

Rea

dy

3 m

on

th h

ori

zon

0% 100%

Align on outcomes & value

16

How does work flow through the system?



To Do In Progress Done

Team Scrum BoardProduct Owner

Not enough people? or too much work?

Example: Executive Kanban

19

Control Work In Progress by saying NO

Valpak

The best way to

get started is to

quit talking and

begin doing.Walt Disney

Start by Visualizing your Workflow

• Make work visible for better

management

• Identify queues and

bottlenecks

21

What goes on the Enterprise Portfolio board?

• Initiatives / Business Outcomes

• Leadership team collaborates on the work flow (columns)

• Leadership team determines the swim lanes (rows)

• High-level categories: of revenue, cost, employee

engagement

• Divisions or work streams

• Leadership team collaborates on a card design

22

Measure Outcomes, not Activities

23

Implement Organizational Feedback Loops

24

• Keep an air of

experimentation

• Keep it simple

• Improve collaboratively

• Improve in small increments

Activity: Prioritization

Title: Employee Engagement

Description: Buy Employee Portal to improve engagement with cultural modernization. Updated, relevant content for employees & robust search features. Reallocate 1 FTE. Spend: $100k Savings: $160K yr

Title: Mobile Responsive fororg websiteDescription: Responsively design the website code so that it recognizes templates and only one code base needs maintenance.

Cost to Develop: 12 sprints ($1 million)Savings: $240k yr

Title: Lease Accounting

Description: Implement SAP Lease Accounting tool with front end from vendor to manage our 600+ leases. Will allow multi-lease management by single person or team.Cost to develop: 6 sprints ($500K)Savings: Unknown

Title: Culture Modernization

Description: Action planning from employee survey to reduce attrition rate from 17% to 10% for 750 employees.

Cost to develop: 4 sprints ($320k)Savings: Unknown

Title: Applicant TrackingServiceDescription: Purchase and implement an onboarding & recruiting tool. Saves money by exiting relationship with vendor; reallocate 2 FTEs for other work. Spend: $500k + $150 to maintain after 1st yr. Savings: $110k yr

Title: SmartChat

Description: Partner with local Startup to implement learning Chatbot to remove load off call center. Proven to reduce ‘simple’ (non-escalated) calls by 60% during test. Cost to develop: 4 sprints ($320k)Savings: 78k monthly

Title: BI Dashboard for Sales

Description: Interactive modeling dashboard showing projected sales after refining promotions & upgrades based on current usage and trends. Editable sales levers such as pricing and quantity. Cost to develop: 9 sprints ($850k)Revenue: $750k yr

Title: Smart Sales

Description: Implement new product that will generate leads for sales team that are not in current pipeline. Integrates w/ SalesForce. May impact sales during implementation.Cost to develop: 8 sprints ($760k)Revenue: $10 million yr

Title: Move Data Centers to CloudDescription: Move 2 data centers to cloud. 50% of IT staff time reallocated. Increase virtualization from 40% to 100%. Reduce time to provision services from 8 wks to 1 day. Savings: $1.2M yearlySpend: $2.9M

Prioritizing an Enterprise Portfolio

On your table you have 9 typical enterprise Portfolio Items

We are going to work in small groups to determine the order for

the top 3 features for an Enterprise Portfolio Kanban board.

There will be multiple rounds, each with specific instructions.

Make decisions and discuss each round as a small group.

Parts of this exercise were inspired by a similar exercise by

Natalie Warnert, Agile2016

Round 1: Prioritize using $

Order cards by monetary value only, left to right.

Higher ValueLower Value

Round 1: Money only

After you line your cards up, left to right, number your cards from

1 – 9 using the left of the two boxes; the one containing the $.

1 is the lowest value and 9 is the highest

Title: XXX

Description: XXX

Savings per month: $999Cost to develop: 99 sprints ($9 million)

6

Round 2: Business Value

Keep cards in original order from 1-9

Move feature cards vertically based on value.

Performance: Focus on Metrics Movers (Revenue, Savings)

Basics / Must Haves: Operational; Regulatory or Compliance

Delight: Focus on Customers & Culture


Keep cards in original order from 1-9

Move feature cards vertically based on value.

Higher ValueLower Value

Performance: Focus on Metrics Movers (Revenue, Savings)

Basics / Must Haves: Operational; Regulatory or Compliance

Delight: Focus on Customers & Culture


Indicate where the cards ended on your value map.

Place the corresponding symbol in the 2nd box.

Performance

Basics / Must Haves

Delight

Title: XXX

Description: XXX


6

Business Value Measurement – Adapted Kano Model

Performance

Basic

DelightVery Satisfied

Very Dissatisfied

Need Unfulfilled Need Fulfilled

Round 3: Prioritize using an adapted Kano Model

Need Unfulfilled Need Fulfilled

Very Satisfied

Performance

Basic

Delight

Very Dissatisfied

Finalize: Pick top 3

Take all previous discussions into account.

Next, as a group, select the top 3 features

Put them in a rank ordered list, highest first.

6Title: XXX

Description: XXX


6

6Title: XXX

Description: XXX


9

6Title: XXX

Description: XXX


4

Feedback

37

What differences are you seeing between the money round and the

business value round?

• Did you discuss: Strategy? Risk?

• Did you need more data, such as personas or customer data?

• Did items with less ROI seem more valuable to you after this

discussion?

Lessons Learned

• It is a quick way to prioritize across many verticals

• It is a democratic, inclusive process

• Value is not only about money!

• Seek a balanced portfolio

• The value in the exercise is the conversation that is uncovered

Cultivating Agile: Empowering People; Enabling Flow

39

How do we bring visibility to the Portfolio system?

IDEATION

LIFT OFF

IN FLIGHT

ASSESSMENT

PeriodicPortfolio Intake

Bi-WeeklyPortfolio Management

WeeklyMitigate Dependencies

Organizational Learning

Review new Canvases

Order all portfolio items at the Executive Kanban board

Dependency wall / Scrum of Scrums

Who is responsible for governing agile delivery?

• Large projects consist of many agile teams

• Outcome Owners have a personal work in progress limit

• May require a hierarchy – uber Outcome Owner

• Consider a small group at the Program or Product Leadership level

• Consider a small group at the Team level

Governance in Agile

Outcome Owner

Program Manager/Uber Outcome Owner

Solutions Architect

Technical Lead

Quality Lead

P

DSeeking healthy tensions: checks & balances

Empower small groups to govern

Program Triad• Program Mgr/Uber Outcome

Owner• Solutions Architect• Outcome Owner

Delivery Triad

• Outcome Owner

• Technical Lead

• Quality Lead

✓Focuses on overall strategy, vision and architectural approach

✓Ensures alignment with organizational strategy

✓Empowered to make decisions to move items forward within defined parameters or to kill/reset as needed

✓Escalate as needed

✓Focuses on delivery and execution efforts

✓Ensures alignment with engineering standards

✓Empowered to help development team create solutions

✓Escalate as needed to Program Triad

Outcome Owner

How do big items get planned?

story / PBI

Release 1

Release 2

Release 3


Sprint 1

20

40

60

80

100

120

140

160

180

200

Sprint 2 Sprint 3 Sprint 4 Sprint 5

Release Burndown


Release Planning

It’s a Journey…

• The journey takes time

• It takes commitment

• It requires radical collaboration with decision makers in the room

• It requires personal collateral by leadership


Process kills

innovation.

theagilecorner.com

[email protected]

@JuleeBellomo

JuleeBellomo

Founder of : Tampa Bay Product Owner GroupProductCampGulfCoast.org

Click to edit Master title style

“The only way to win is to learn

faster than anyone else.”

Eric Ries, author of The Lean Startup

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