Agile Rollout inEngg. Portfolio/Program Management in

Product Development (Agile) Environment 

Jainendra KumarDirector Product Development , WW Engineering

CCM India Engineering and Agile & Tools Team

17, Jan, 2013

All content and opinions are mine; not those of PB

Agenda

• Engg. portfolio/program management objectives • Challenges

– Product Life Cycle– Other challenges

• Agile helping with delivery challenges • Our Story

– Focus on End State– People Focus– Capacity Building & Continuous Improvement – Maturity Model for Improvement tracing– Cross Functional Team Collaboration– Governance Process– Budgeting

Engg. Portfolio/Program Management (PM) Objectives

• Provide oversight to support project-level activity to ensure the overall program goals are met

• Manage risk, issues, requirements, design, solution, Planning, escalations

• Coordination with upstream and downstream dependencies projects in large/complex program

• Focus on end-state result

• Exploit economies of scale and reduce coordination costs and risks

• Align portfolio with business and organizational strategy and objectives

• Continuously improve program/project management practices to improve efficiency, skills and build additional capacity

• etc.

Traditional Program Management

• Adapt all different kinds of projects and programs to a handful set of program management operational models (CMMi, PCCMi and others)

• Focus on Execution & Process

• Cost, Controlling & Problem Solving

• Metrics obsession – Metrics becomes the goal

Product Lifecycle & Other Complexity

• Portfolio include products in different lifecycle stage

– Every stage has it’s unique challenges and needs

• Each Product has it’s unique complexity

– Technical/Architectural (A)– Market (M)– Competition (C )– Tech Debt (Nonfunctional issues)

(TD)– Customer Support (CS)– Legal and Compliance (L&C)– People (P)– Resources (R )– Venders (V)– …

Project

Introduction

Growth Maturity Decline

1 A, M

2 C, L&C

3 TD, A

4 C

Other Challenges

• Delivery Challenges– Predictability in software

development– Deliver as per market

requirement– Ability to handle changing

business requirement – Predictability in Quality– Improve capacity

• Business & Customer Value – Marketable product – Usability – Improve top line at low cost– Innovate around customer need

World of a Engg. Portfolio Manager

Agile helps in delivery and business value challenges

Portfolio/Program Level considerations • Continuous improvement of Scrum (Agile) process in every project.• Build Capacity while improving quality of the delivery• Portfolio level Lean/Agile models for cross-functional team

collaboration to improve customer & business value• Agile is people centric over process. Collaborative Leadership, Servant

Leadership, Trust, People Maturity• End state focus vs. metrics fever

Simple Metrics End State

End-state focus vs. metrics fever

Release burn-down chart

Velocity chart

Customer issue tracking

Leadership Competencies People progression

People practice

Flat OrganizationTrust by empowerment

Stage 1 – IdentificationStage 2 – Gap Analysis & trainingStage 3 - RoleStage 4 – People responsibilities & Promotion

Identify, train and mentor portfolio management talent

Continuous Integration, Test Automation Community Of Practice

Capacity Building & Continuous Improvement

Communities of practice are linked toorganizational performance through thedimensions of social capital

Shared Service

Survey Agile Program maturity

Agile Maturity

Select the answer that best represents the typical length of sprints for your team:

• Does your team decide what to work on in each sprint?

• Does your team create stable code with low technical debt at the end of each sprint?

• Does your team involve end-users in evaluating the product you create?

• Does your team complete their daily standup meeting in 15 minutes or less?

• Does your team involve product managers, usability engineers, IT staff, or other external resources in planning and working on each iteration?

• Does your team conduct 'lessons learned' sessions?

• Does your team use test-driven development?

• I would recommend that my peers use Agile practices in their work.

• Does your team hold demos or review sessions to demonstrate complete and tested software?

Agile Engineering Maturity

Engg - Engg Engg – Product Owner

Cross Functional Team

Engg – Tech Support

Tech Debt - Philippe Kruchten

Value Stream Mapping (Objective: Reduce non value added times)

Product Manager & Product Owner

Balanced Score Card

Product Management

Agile Balanced Score Card

adaptivemarketing Sanjiv Augustine

Enterprise Architecture & Governance

Engineering

Business&EA

Business

Enterprise Architecture Tools

Meta Model, Design Constructs, Standards & Guidelines

Business case

Requirement Model

Enterprise Architect

Solution Architect

Solution Architecture

Architecture Review

Business Review

Agile Methodologies

• BDD• TDD• ALM• CI/

CD

• Agile Modeling• Agile Model Driver Architecture

Zero-based budgeting (Yearly)

Budgeting

Quarterly Business Review and Resource Forecasting (Business and Engineering Interlock)

Ref. & Contributors

“A Disciplined Approach to Adopting Agile Practices: The Agile Adoption Framework” 

Communities of practice and organizational performance by - E. L. Lesser J. Storck

MANAGING AGILE PROJECTS – By Sanjiv Augustine

Adaptivemarketing.in

Q & AThank You

eMail: Jainendra.Kumar@pb.com Tweet : @kumarjainendra0SMS : +91-9911604466Skype: kumarjainendraBlog: http://productnation.in/author/jaik/