The Role of the PMO in a SAFe Worldpminashville.org/wp-content/uploads/2019/10/... · Understand...

Headline Verdana BoldThe Role of the PMO in a SAFe® WorldNashville PMI Symposium 2019Dave Smith, Jenny Holt, August 27, 2019

US ITS – Information Technology Services”Copyright © 2019 Deloitte Development LLC. All rights reserved. 2

Introductions…

• Engagement Manager, Deloitte Application Studio, Deloitte Services LP for four years

• 10+ years in client facing solutions roles in healthcare and the financial industry

• 15+ years in IT• Certified as a SAFe Program Consultant (SPC)• Certified Scrum Product Owner (CSPO)

Jenny Holt

• Project Manager, US ITS PMO, Deloitte Services LP for six years• Extensive project/program management within federal, state,

and various industry segments• Twenty years + in client facing consulting and project mgmt.• Ten years mgmt. exp at Lockheed Martin IT Services and Global

Solutions, fifteen years overall in Big 4• Licensed professional engineer, HW and SW Engineering exp.• Active role in a major multi-year SAFe® transformation initiative

Dave Smith, PMP, SA, PE


Agenda

01

02

03

04

05

06

07

Focus on the Future: The Evolving Role of PMO/PM’s…SAFe®

Understand how SAFe may shape the PM’s role in the future

Business and Technical Drivers for Adopting SAFe®

Understand the importance of key drivers for the SAFe model

Mindset Transformation – Product vs Project

What does it take to shift from Project to a Product Mindset

Mapping PM to SAFe® Roles

Potential PM skills/functions mapping to defined roles in SAFe

Implementing a Transformation to SAFe®

Crafting overall approach to processes, technology and people

Summary

Opportunity to recap and have interactive discussion, further cases

Q&A Discussion


Focus on the Future:

The Evolving Role of PMO/PMs…SAFe®


One Minute Poll of Audience

Quick hand-raise poll…

1. What is your level of knowledge of the SAFe Framework/Methodology?

SME Certification(s)

2. Have you worked on a SAFe Implementation or SAFe in practice?

Little/None


SAFe® - A Significant Driver of the Future in Management

Traditional → Agile → SAFe

SAFe adoption is occurring in various case studies across a wide variety of industries, where more traditional management is being replaced with the SAFe framework with significant results1.

46% of organizations use Agile for their application development, up from 33% in 20162

• Government• Financial Services• Healthcare• Software• Electronics• Aviation • Space / Aerospace• Pharmaceutical• And others…

Notes:

(1) https://www.scaledagileframework.com/case-studies/

(2) Gartner CEB CIO Leadership Council

Case Examples1:

CMS

Intel

H-P

NASA

Lockheed Martin

Air France KLM

https://www.scaledagileframework.com/case-studies/


Overview of SAFe®


Notional Landscape of the Future PMO

In the near-term, Project Managers are likely to encounter mixed landscapes where traditional, agile, and scaled agile are all used, depending on the industry and product / service being delivered…

Portfolio Management

Program Management

Traditional Project Management

Agile Development Projects

Scaled Agile (SAFe) ART/Products

Portfolio

Program 1 Program 2 Program 3

Project A

Project B

Project C

Project D

Project E

Project F

Project G

Project H

Project I

SAFe

Programs

ART /

Product 1

ART /

Product 2

ART /

Product 3

Shared Resources and Stakeholders


How SAFe® Will Impact PM’s

Project Managers as well as many other current roles should adapt and transform to acquire skills and experience in SAFe Role(s) – and expect a

significant learning curve

Value Focused Transformational Commitment

Cross-Functional Empowered Teams

PlanningTraining & Skills

• Agile Release Trains for value streams (multiple products)

• Product Mgmt, not Project Mgmt

• Continuous Release On Demand

• Multi-year roadmap• Process Change• Organizational Change -

significant change at all levels for organizations to align with SAFe

• Tools and Technology• Stakeholder/Customer

mindset & expectations• Supporting Organizations

must be aligned• Compliance must be aligned

• Strong executive sponsorship

• Silos are broken down as self-organizing teams are created

• Product focused roles, lean principles,

• More opportunities for PM career growth

• Skill Sets – Product focused roles, lean principles, agile process coaching

• Key Experience • SA• SPC • Scrum Master• RTE • Product Manager• Product Owner

• Strong executive sponsorship

• Continuous/incremental Planning every 8-10 weeks per SAFe recommendations

• Face-to-face planning events by cross-functional teams and stakeholders


Business and Technical Drivers for Adopting SAFe


Business Factors Shaping the Future State

Notes:

1. https://www.scaledagileframework.com/safe-core-values/

• SAFe Traction / Success Stories • Shorter Product Lifecycles / Rate of Technical Change• Competition • Customer Expectations and Needs• Lean Principles • Cost of Quality • Industry• Product Type• Product Complexity / Development Cost / Profitability• Organizational Change • Organizational Size• Compliance and Regulatory Factors

https://www.scaledagileframework.com/safe-core-values/


Strategic Business Drivers

Key Objectives • Deliver the best value and quality for people and society in the shortest sustainable lead time (1)

• Better align business goals to prioritized IT Operations

• Decrease operations cost while freeing up budget for innovation

• Reduce time to market• Reduce risk• Improve customer-perceived quality

Notes

1. https://www.scaledagileframework.com/case-study-centers-for-medicare-medicaid-services-cms/

https://www.scaledagileframework.com/case-study-centers-for-medicare-medicaid-services-cms/


Strategic Technical Drivers

• Scale agile fast while maintaining control (1)• Engineering Efficiency and Agility - Stand up new

environments, develop and deliver new products in a fraction of the traditional time

• Take Agile to the next level – scale up to more complex products and larger teams and across multiple product lines

• Improve cross-functional capabilities and self-organize

• Prioritize work in process and create lean flow (WIP)• Continuously release on demand• Reduce technical risks• Improve quality, lower cost of quality

Notes:

1. https://customers.microsoft.com/en-us/story/chevron-mining-oil-gas-azure

Key Objectives

https://customers.microsoft.com/en-us/story/chevron-mining-oil-gas-azure


Project vs SAFe Delivery

Attributes Std PM Frame SAFe

Lifecycle Plan-driven Value Stream Driven

Scope Pre-defined Backlog by ART

Initiation Charter & Budget Product definition, PI Objectives, ART creation

Schedule Pre-defined Iterative by PI

Cost (2) Std Cost Metrics by project & budget (CV, SV, SPI, CPI, etc.)

Empirical, value-based, e.g. Story points completed, features, release, or value delivered

Quality Proj Mgmt Plan driven Built-in Quality & Automated Testability

Program Mgmt Pipeline of Projects Value streams with ARTs

Risk Mgmt Std Risk assessment, analysis, response

Strategic & Release Increments, shorter risk windows

Communications Project/schedule/scope driven

ART drives the continuous pipeline and Lean Flow aligning with DevOps

PMP Framework (PMBOK)(1)

Integration Management

Scope Management

Schedule Management

Cost Management

Quality Management

Project Resource Management

Communications Management

Risk Management

Procurement Management

Stakeholder Management

SAFe

Framework

& Cross-

Functional

Teaming

Notes:

1. PMBOK-6 p.69

2. EVM for SAFe can be translated into agile terms where computed using story points and cost planned vs completed for an iteration is used.


Mindset Transformation –Value Stream vs Project


Value Streams vs Projects

• Portfolios – a set of Value Streams• Value Streams deliver via Lean Flow Pipeline• Program Level Management

• Agile Release Trains (ART’s)• Product Management

• Agile Teams• Program Increments (PI)• PI Planning Windows

• Team/Scrum • Prioritized Work in Iteration Backlogs

• Release Management • Release on Demand

• DevOps

ART(s)

Lean Flow Value Stream Pipeline

Product

Release 1

Product

Release n

PI 1 PI 2 PI 3

Iterations

Value Stream

PI 4


Transforming to SAFe – Pipeline Delivery

• Process – Continuous Delivery Pipeline1

• Value Stream vs Project / DevOps• Continuous Exploration• Continuous Integration• Continuous Deployment• Release On Demand• Quality Management• Incremental Planning by ART

• Proj Mgmt can be thought of as a set of service functions – those can be aligned to SAFe

• Planning and Prioritizing• Stakeholder Management • Management & Reporting• Resources/Skills/Talent• Tools and Technologies

(1) URL: https://www.scaledagileframework.com/continuous-delivery-pipeline/ , Fig 1

Application Lifecycle Management

Build

Test

Continuous Integration

Artifact Management Repository

Continuous

Deployment

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https://www.scaledagileframework.com/continuous-delivery-pipeline/


Managing Lean Flow in SAFe

Principle #6 – Visualize and limit WIP, reduce batch sizes, and manage queue lengths

(1) URL: https://www.scaledagileframework.com/continuous-delivery-pipeline/ , Fig 3

https://secure-web.cisco.com/1yZOZ2FiQ-0DaVicCEqP-T59dJvOf-2F9vomhMP8mariE_kR6s8pi5B5fLhMsNB7t3vriATh0WPme17hrNgm81HqQVAIffW3UQhLiSZXQys9xesTNasWnlmkxfDLq50GQoy_DrLhQy7hVRdsEduLtMbkx3Pp6x3p8L0VPtpwEWsCI31s3E7aBqxTazdQy_HSQC7ZiUZVmI9pDM0ammtmnuZ5jyfkeKloHmvyyoIt1xXXfX1L-cFWAOSRmE5aQHkFGc8Nu5BWNT2EAQOv_XNg8ap8saf2W3OAzg_4cgaXSN8f5aIXxqTrgMjjAoMi_q_96JMmBs0_i-lc6_Q--n8vV67sUmn5WGYhtxK5FMjzmT1jvCGVfrvWvoJb4VKxO1XF49nfm57CniMGECOOGI39M58EJ66MhDyvJimcD9JQJ0Bhlbv_mQeIqnDDvXMkbqjLNj3lrmM4RnuBQgMhx3M55iQ7XOPAaRFRlTNfK1Gee8FpbRTD13BSpwACmvqQ-ENbA1932etUIzfDDVDZXEKbuSg/https:/www.scaledagileframework.com/continuous-delivery-pipeline/

https://www.scaledagileframework.com/continuous-delivery-pipeline/


Mapping PM to SAFe Roles


Potential Opportunities for Mapping PM/PMO Value to SAFe

• Product Management• Release Train Engineer• Communities of Practice Leader• PI Planning Facilitation• KPI / Metrics Tracking• Coaching

Program Level

• Business Strategy• Strategic Planning and

Forecasting• Value Stream Governance

Portfolio Level

• Product Owner• Scrum Master• Coaching• Communities of Practice Leader

Team Level

PM is a skillset that is still needed within the SAFe framework.


Portfolio Level Role Map Assessment - Example

Responsibility ExamplesNew PM Area per

SAFeCurrent PM

Area

Connect the Portfolio to enterprise Strategy X *

Maintain a portfolio Vision X *

Fund Value Streams X *

Establish Portfolio Flow X *

Coordinate Value streams X *

Support Program Execution X

Drive Operational excellence X *

Forecast and budget dynamically X *

Measure Portfolio Performance X *

Coordinate continuous Compliance X

Program TeamPortfolio

* Some responsibility currently

Gaps

Make assessment of mapping and determine gaps

Plan


Program Level Role Map Assessment - Example

Responsibility Examples (RTE/STE/Prod Mgmt)New PM Area

per SAFeCurrent PM

Area

Manage and optimize the flow of value through the ART using various tools, such as the Program and Solution Kanbans and other

X *

Establish and communicate the annual calendars for Iterations and Program Increments (PIs)

X *

Facilitate PI Planning readiness - Continuous Exploration process to drive the synthesis of a Vision, a Roadmap, and Backlogs, and Pre- and Post-PI Planning

X *

Facilitate the PI planning event X

Summarize Team PI Objectives into Program PI Objectives (the RTE) and publish them for visibility and transparency

X

Work with Product and Solution Management, Product Owners, and other stakeholders to help ensure strategy and execution alignment

X

Assist tracking the execution of features and capabilities X *

Work with the Agile Program Management Office (APMO) on program execution and operational excellence (see Lean Portfolio Management)

*

Assist with economic decision-making by facilitating feature and capability estimation by teams and the roll-up to Epics, where necessary

X *

Coach leaders, teams, and Scrum Masters in Lean-Agile practices and mindsets X *

Help manage risks and dependencies X

Improve the flow of value through value streams by improving and assessing the DevOps and Release on Demand competency

X



Gaps Plan


Team Level Role Map Assessment - Example

Responsibility (Scrum, Prod Owner)New PM Area

per SAFeCurrent PM

Area

Exhibits Lean-Agile leadership X *

Supports the team rules X *

Facilitates the team’s progress toward team goals X *

Leads team efforts in relentless improvement X *

Facilitates meetings X *

Acts as, or supports, the Product Owner X *

Eliminates impediments X *

Promotes SAFe quality practices X *

Builds a high-performing team X *

Protects and communicates X X

Coordinates with other teams X X

Facilitates preparation and readiness for ART events X

Supports estimating X *



Gaps Plan


Implementing a Transformation to SAFe


Reaching the Tipping Point

URL: https://www.scaledagileframework.com/posters/

https://secure-web.cisco.com/1TixVz81HZ7qeGN-WCUXcnRsIgIHSwtjHUf4Flpa-ICvPQ2_y9oXth01XlD968hyawpVsHuvOdmuCyw-ov67oDMJpsmH6YHEBF-1dePVHIfuutEVr6O6HQUzEd1I3ZBmcv8eGbFdosntDgDB9a6lOlZakTLrfSZz2wyTKhKSipQvtrX4xAcGM2Q8ykaamW5kCb1nLLnFIW0Rp6PfHUu5tl1NvjpgdYivMzKnbObiYsRM-Yw4RRlgHu8hg0JFR6BKmPiKgukGca2FiDpY7ve1WY46xb8PISIIxPFxP5TfWiXu7qvDGCD4a2Qk7YBkzNzczhJPzaPyARn3B9ugqn4_cG7oIKHfIcug2U-siGH2w4QtWnLb0yfzA6OJO8GFotoPsRThtqas-lIkjQzzcKtdTmkTtMu60JB-xnvusjgtoBLXaP5JzxvIlpxIacGeUzMRVb7O5_32undMUSOedHFKO6ASYIXTq-yAmTyMnLvNafCKSXHQruFxkdZ9P353oYLoj3a9Y-uEK3pX0-zJ7G-_Lzg/https:/www.scaledagileframework.com/posters/


Summary


Summary

• The Future - SAFe is a growing trend and a leading framework

for scaling agile

• Many industries have had success in adopting SAFe

especially for IT/HW/SW related work

• SAFe is transformational – requires strong executive

sponsorship

• Adopting SAFe is typically a multi-year roadmap

• Outside consulting can help when adopting SAFe

• SAFe roles and teaming requires skills and training alignment

• PM to SAFe is across a matrix of roles and levels

• Significant opportunities for PMs/PMP’s to broaden

career track beyond traditional project management

• Consider synergistic training/certifications in SAFe and

PMI-ACP


Questions and Discussion


[email protected]

LinkedIn (David D. Smith, PMP, P.E.)

[email protected]

LinkedIn (Jenny Holt)

mailto:[email protected]

mailto:[email protected]

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Deloitte shall not be responsible for any loss sustained by any person who relies on this presentation.

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