In part one I touched briefly on plans and forecasts. In this post about customer focus and flow for the PMO i come back to them.
Flow: don’t work in the system, work on the system
In our PMO we had plans covering about three to 15 months: there were high-level milestone plans, mid-level milestone plans and low-level detailed milestone plans.
Respect: put away the RACI
Have you ever produced a RACI document? Together with many other steering documents it forms a pillar for the PMO, and defines who is responsible, accountable, contributing or only informed for each and every step in a process. In a RACI meeting you would typically discuss whether the product owner should contribute in the UX work for his/her story or only be informed. Or maybe the PO is actually accountable even though the UX expert is obviously responsible?
Kanban should be like water, making its way through cracks.
An agile PMO is really a contradiction; the PMO is a conservative enterprise project-centered administrative function. Not the first association that comes to mind when someone says agile. At the same time, in a large company the PMO can provide a lot of valuable support.
So, in my new role as PMO Lead I thought I could do things differently. But after six months I found myself stuck in vicious circles of reporting and planning further and further away from the real work. (Meanwhile the real work didn’t exactly go in the right direction either…)
This story is about how I transformed my PMO role and what a more agile PMO could be like. Continue reading
Having observed our mob programming teams for sometime I’d like to highlight one benefit: business risk management.
Many of our development teams have a 24/7 online business to support. And about 70% of our total business happens online. Imagine the risk associated with not having the right knowledge available instantly when needed.
Every year when summer and holiday planning comes up we have the same challenge: how to secure operations when most people are away? And even if knowledge sharing was good there were always the special details that only one or two people knew.
Well, this summer this is not an issue. Everyone in the team knows every piece of their product. Everyone has been involved in every change, all discussions, all deploys and knows every flaw there is to know.
One of the highest business risks mitigated.
Time for holiday and I started thinking about the past year. A lot has happened and I also learnt a lot so I felt like writing about it. A dear colleague suggested I start a blog, so why not?
I’m into “way of working” and especially how to manage when you have the conservative enterprise-program-expectations on one side and flow-driven product-development teams on the other. I like to believe that we are all customer- and value driven in the same company and it’s all about understanding and continuous improvement together.
So “The Agile PMO” is about the everyday challenges in this area.
I am also curious about different ways of working with process improvement on all levels.