Lean PMO in everyday agile
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Transcript of Lean PMO in everyday agile
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Lean PMO in everyday Agile
Prashanth Madhavan Narasimhan Lead Consultant, Agile Coach,
Product Owner
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Lean PMO
• Adap=ng Lean principles to tradi=onal Project Management Office – Work only on value-‐adding work – Keep processes simple – Increase throughput – Subordinate to the boGleneck (From TOC) For more details view:hGp://www.slideshare.net/npm123/enterprise-‐agile-‐42978609
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Team Organiza=on
• Organize teams around streams of work • Value adding streams of work • Break into smaller streams of work
Benefits • BeGer repor=ng on business value
• Easier priori=za=on if streams are broken down
Challenges • Teams might struggle to see the bigger picture
• More overhead in terms of team communica=on
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Poly skilling
Team member rota*on across streams • Ge_ng team members to work in different streams
• Helps gain context on other streams
• Helps during integra=on tes=ng and socware design
Team member rota*on across func*ons • Ge_ng team members to work in different func=onal roles like Dev, QA etc
• Helps in diagnosing problems beGer
• Helps in throughput since work is not dependent on a specific perso
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Throughput
Design team processes for maximum throughput • Limit work that can be taken in a sprint • Visually radiate informa=on on boGlenecks to the team
• Poly-‐skilled teams can work to complete the commiGed work before signing up for more work
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Quality
• Constantly regressing for quality to maintain socware quality – Raise early alarms if things don’t work well – Stop future work to ensure quality is good – Make sure that the socware is working and maintainable before signing up for new work
– Design team processes like retrospec=ves or bug triages to understand how to uphold quality standards
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Architecture
• Based on the complexity of the program and the stream, we could go with Big upfront design versus Itera=ve design – Design team processes like dev huddles to work on issues related to integra=on
– Have the safety net of end to end integra=on tes=ng to validate any architectural assump=ons
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Conclusion
• Lean PMO is a structured and disciplined approach for large enterprises to manage programs
• They can be broken down into specific prac=ces for teams
• The essence is to stay simple and relevant to the program goal and for streams to figure out which team prac=ce suits them
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About Me
• The author is a lead consultant / agile coach at Thoughtworks and has 10 years of experience in so:ware delivery – 5 of which has been with enabling enterprise adapt agile.
• The author regularly writes at www.madhavanwrites.blogspot.com