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KANBANWELCOME
TO
PMO#KANBANPMO
SO
DELIVERBUSINESS
WETRUE
CAN
VALUE?FASTER*
ISSUESMATURINGWHY DO
COMPANIES
PRODUCTIVITY
FACE
?W
ITH
QUALITYMORALETIME-TO-MARKET
&
MISSPRODUCTWHY DO
DEVELOPMENT
ECONOMIC
PROJECTS
?
THEIR
OBJECTIVES
DECREASECAN WEWASTEFUL TASKS
98%?
2050
TAKEAWAYSWECAN OFFER
ANYKEY?
Lazaro Wolf@lazarowolf
ACTINIUM.IO
Jose Casal @Jose_Casal
MVPSREADY
MVPSGO
PUSH PULLORGANISATIONS
VS
PushPull
‣ In Push Organisations:‣ Decision making in isolation‣ Lack of visibility and transparency‣ Unclear expectations and goals‣ Lack of economic prioritisation of projects and misalignment with strategic goals‣ Lack of Empowerment and Enablement of Employees to meet Expectations
PUSH PULLORGANISATIONS
VS
‣ In Pull Organisations:‣ Teams self-organise based on Capacity and Capability‣ Equal contributors to the Problem-Solving process‣ Maintain their Commitment‣ Create engaging environment w/ passion and excitement‣ Predictability
‣ Probabilistic Planning & Forecasting‣ Smooth journey from concept to cash
PUSH PULLORGANISATIONS
VS
DSDMLIFECYCLE PROCESS
Deployment
Feasibility
Delivery
FoundationsPre-Project
Post-Project
PROCESSMAPPING
Deployment
Feasibility
Delivery
FoundationsPre-Project
Post-Project
Pre-Project Feasibility Foundation Post-ProjectDelivery Deploy
Pre-Project Feasibility Foundation Post-ProjectDelivery Deploy
KANBANPMO
Pre-Project Feasibility Foundation Post-ProjectDelivery Deploy
KANBANPMO
VISUALISATION
‣ Merits in managing your Portfolio:
‣ Identify which projects are blocked‣ Raise awareness of the bottlenecks‣ Align projects with teams‣ Highlight the current workload‣ Resolve interdependencies‣ Prioritise projects based on economic drivers
‣ Visualise the stage of each project in the portfolio
‣ Classify projects by their nature using colour aids
Pre-Project Feasibility Foundation Post-ProjectDelivery Deploy33∞ 4 12- 2 6-
KANBANPMO
WORKLOAD CAPACITYVS
‣ Set WIP Limits:‣ Balance the demand for more work with the capacity to deliver quality products
‣ WIP Limits create a coordination mechanism‣ Enable a pull-based system‣ Sustainable teams working in a productive and predictable environment‣ WIP Limits signal availability & expose issues‣ Focus on flow and not on utilisation
““
Avoid futility of endless busyness, make time to renew, find time gaps to reflect, take advantage
of slack to respond to change.
– Stephen Covey
““
Economies of scale is a myth.Economies are in flow.
– John Seddon
Pre-Project Feasibility Foundation Post-ProjectDelivery Deploy33∞ 4 12- 2 6-
EXPEDITE
KANBANPMO
FLOWMANAGEMENT
‣ Prioritisation made on economic value (e.g. Cost of Delay, Cost of Carry, Real Options)
‣ Identify and manage different types of projects (e.g. S/M/L or Internal/External)
‣ Understand your system (Cumulative Flow Diagrams, Lead Time Distributions)
‣ Manage your portfolio with valuable data
‣ Accurate Probabilistic Forecasting of Project Completion
Pre-Project Feasibility Foundation Post-ProjectDelivery Deploy33∞ 4 12- 2 6-
EXPEDITE
KANBANPMO
EXPEDITEPROJECTS
‣ Expediting provides a means to respond‣ Swarming on the project‣ ACT!
‣ Expedite Projects cause Business Critical Impact
PROJECTSWIMLANES
‣ Focus on completing projects‣ Avoid project multi-tasking‣ Coordinate multi-project deployments
‣ Visualise and Manage Team Workloads
Pre-Project Feasibility Foundation Post-ProjectDelivery
Deploy3
3∞ 4 12- 2 6-
EXPEDITEDevelopmentBacklog
KANBANPMO
Project Summary
Pre-Project Feasibility Foundation Post-ProjectDelivery
Deploy3
3∞ 4 12- 2 6-
EXPEDITEDevelopmentBacklog
KANBANPMO
Project Summary
To-Do Doing Done
To-Do Doing Done
To-Do Doing Done
NESTEDBOARDS
‣ Detailed work at team-level board
‣ Interfaces well with Scrum Teams:
‣ Tickets in this board form the Sprint Goals or the Sprint Backlog Stories
‣ PSI from Scrum Teams contribute towards Deploy phase
‣ Regularly prioritised backlog based on business value
Pre-Project Feasibility Foundation Post-ProjectDelivery
Deploy3
3∞ 4 12- 2 6-
EXPEDITEDevelopmentBacklog
KANBANPMO
Project Summary
To-Do Doing Done
To-Do Doing Done
EXPLICITPOLICIES
EXPLICITPOLICIES
EXPLICITPOLICIES
EXPLICITPOLICIES
EXPLICITPOLICIES
POLICIESEXPLICIT
‣ Definition of Done for each stage aligned to the products‣ Eg.: a policy for moving between Feasibility and Foundations would be to have completed the following products:‣ Outline Business Case‣ Risk Assessment‣ Outline Solution‣ Feasibility Prototype (opt.)‣ Outline Plan‣ Project Approach Questionnaire
FEEDBACKLOOPS
Iteration Reviews
Timebox Reviews
Timebox Retrospectives
Project Reviews
Project Retrospectives
Monthly Operational Reviews
Replenishment Workshops
Portfolio Forecasting Sessions
Benefit Realisation Reviews
STATIK
Design Kanban System
Classes of Service
Model Workflow
Demand & Capability
Dissatisfaction
THANKS