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AGILE AND THE PMO:KILLING ME SOFTLY WITH THIS SONGJILL HAYHURST / D.K. EVENSON
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Introductions
Hallmark’s Agile Journey –Don’t Stop Believin’
Not Your Daddy’s PMO –Take a Chance on Me
Release Planning –Can You Release Me
Changing Minds –Any Way You Want It
Wrap-up
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INTRODUCTIONS
D.K. Evenson
PMO Consultant II
Jill Hayhurst
Resource & Capacity
Manger
Hallmark Card
ePMO
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HALLMARK’S AGILE
JOURNEY
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AGILE IS ABOUT THINKING DIFFERENTLY
• Staff averages 15 years of service
• Majority started as COBOL batch programmers
• “Ooo, while I’m in here, let me just take care of this other thing real quick…no really, it won’t take but a moment….”
• “When you care enough…”
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1 2
3 4
The Grand Experiment
Not the summer of ‘69, but the winter of ‘12
Identify a project for the
experiment
Identify a pool of
dedicated resources
Engage some Agile
experts to coach usGo “all in”
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THE CHALLENGE
• Project was going into its 5th year with low user satisfaction
• Missing capabilities and performance problems – including high support costs
• Exceptionally high user expectations due to vendor exuberance
• Rapidly changing business environment
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OUTCOMES OF 6-MONTH PILOT
• User satisfaction was high
• Rapid delivery of new capabilities
• Rapid feedback enabled course corrections
• Working software brought visibility to impacts of decisions
• Renewed sense of “team”
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16• Expanded pilot to include a Licensing system
enhancements project
• Project finished early
• Leveraged “work not done”
• Enabled investment redirection
• Created a community of practice to support a growing number of Agile project teams
• Division-wide awareness campaign
• Track 1 for team practitioners
• Track 2 for the average IT professional
• Some Waterfall project teams sought ways to
exploit Agile principles where they made sense
PILOT EXTENSION AND WINS
Nah, nah, nah, nah...
nah, nah, nah, nah...hey, hey, hey. Goodbye!
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NOT YOUR DADDY’S
PMO
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AGILE AND THE PMO
• How to acknowledge our organization’s propensity for command and control?
• How to honor the 12 Agile principles?
• How to move beyond a perception of rigid adherence to “THE Process”?
• How to effectively provide governance for this new methodology?
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THE AGILE SDLC
• Formal Lifecycle addresses command & control culture
• Release planning phase blends Agile SAFE with command & control
• Standard Agile ceremonies• Standups• Turnarounds• Product Demos• Retrospectives
• Project checkpoints add governance
• Transition to Service adds “just enough” process
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MINIMUM VIABLE PRODUCT
Just enough to keep me
hanging on…
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RELEASE PLANNING
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RELEASE ME 60 MINUTES TO
RELEASE PLANNING
• The Problem
• The Research
• The Solution
• Real – Life Implementation
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THE PROBLEM
• 5 Project Teams
• 1 website
• 1 Monthly Release
• Collision of Integrated Code
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THE RESEARCH – MY PERSONAL SPIKE
• AGILE Release Train (ART)
• Primary delivery method in SAFe
• ART Aligns teams with a common mission via a single vision, roadmap and backlog
• The release train supports a long-term program that may have many teams and projects inside of it.
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COME ON RIDE OUR TRAIN
• ART is not a cookie cutter solution
• 2-day planning session was not feasible – utilized the pieces that worked
• Understand our development cadence
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REAL LIFE IMPLEMENTATION
• Visual Release Planning Board
• Bi-weekly 1-hour planning sessions
• Technology, Business, User Experience
• Evaluate Risk, Integration, and Dependencies
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IMPLEMENTATION EVOLUTION
• Utilized Retrospectives to improve process
• Created bi-weekly roadmap meetings
• Visual Back-Log
• Release Back-Off Schedule
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RELEASE BACK-OFF SCHEDULE
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CHANGING MINDS
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HOW DO WE GO FROM HERE… TO HERE
AGILE IS ABOUT THINKING DIFFERENTLY
? !
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16• Project Team Strategy
• Everyone Else Strategy
• The Outcome
• Entire IT staff trained in 18 months post-pilot (~250 people)
• Entire .COM staff trained (~80 people)
• Several satellite IT organizations
trained (~40 people)
PROBLEM #1 –HOW TO
INDOCTRINATE THE MASSES?
We don’t need no
education … no thought control
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16Agile Teams Waterfall Teams
New team membersAdopt some LEAN
practices
New teamsBecome more iterative –
“test and learn”
Refresher skills training Make work more visible
Advanced skills trainingMentoring / coaching
support
Mentoring / coaching
support
PROBLEM #2 –HOW TO HANDLE
ONGOING DEMAND?
If you leave me now,
you'll take away the very heart of me
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• Time: 1 – 3 hours
• Format: Classroom
lecture
• Outcome: Introduces
concepts
• Prep: None
• Post Support: None
• Time: 4 – 16 hours over
1 – 2 days
• Format: Classroom with labs
• Outcome: Introduces principles, theory, and
basic skills
• Prep: None
• Post Support: None
• Time: 10 – 30+ hours
over 4 – 6 weeks
• Format: Mentor facilitated practicum
• Output: Practical application delivering
work-related outcomes
• Prep: Interviews and Gemba walk
• Post Support: Mentoring
and coaching
OVERVIEW
TRAINING
SKILLS-BASED
TRAINING
PRACTICUM
TRAINING
LEAN / AGILE TRAINING FRAMEWORK
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SCENARIO #1
• My team needs to be able to visualize our work.
No one seems to know what we are doing.
• We are not Agile, but we want to work more
effectively. We can’t seem to focus and finish.
• We all work in close proximity to one another.
I want to manage
work visually
Kanban Overview
Kanban Practicum
Story Writing
Practicum
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SCENARIO #2
• I want to establish an Agile team. We need to be
practically functional within a month.
• Yes, we are doing software development.
• The team is geographically dispersed.
I want to setup an
Agile team
Agile Overview
Kanban Practicum
Story Writing
Practicum
Standups 101
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SCENARIO #3
• I am not a project manager, but I manage people.
We need to find ways to work more effectively,
eliminating waste from our daily operations.
• First, I want to focus on internal efficiencies and
then, if we need to, we can work with interfacing
teams to improve overall efficiencies.
I want my team to
continuously improve
Retrospectives Overview
Retrospectives Practicum
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OUTCOMES
• Enabled five non-project teams to make their work visible using Kanban – includes our machine engineering team
• Refreshed and extended story writing skills for two project teams
• Energizing LEAN and Agile practices across the organization
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