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I don't have an answer to the question, but considering a similar approach for 2019, so following for answers :)
An agile transformation is an organizational transformation. While a PMO might act as a catalyst or enabler, the visible, committed and sustained sponsorship has to come from the entire senior leadership team.
Focus on changing behavior and transforming mindset of key stakeholders before introducing a new set of tools or practices.
I appreciate your feedback! Thankfully, in our case, it's the management team requesting the change and process simplification. I agree, our modernization will not be successful unless each manager leads by example including routine training, coaching, and mentorship opportunities.
As far as PMO methodology, I was thinking about attending a training program that may guide practitioners through a framework modernization effort. Do you have any suggestions there?
Some weaknesses I've seen in moving to Agile (not disparaging Agile only commenting on the problems encountered in rolling it out):
1. You'll reach a point where the initial proponents can't push enough to overcome the increasing difficulties you'll face.
2. Where you focus a little will cause you problems a lot. E.g., if you take a heavy IT focus with a light business focus, eventually the business side will bite you hard due to confusion, different approach, historical momentum, expectations, etc,
3. Regardless, there will be bumps. Have a holistic, comprehensive, long-term commitment, approach and plan. Don't give up early else you're setting the stage for more confusion and later difficulties in going back to Agile.
4. The more people you involve in setting the stage rather than leaving to watch the performance the better. Change is hard, being told to change is harder still, especially when you hit difficulties, confusion, mistakes.
5. Practically speaking, you cannot spend enough time, effort, energy in preping people. Many if not most of the problems you'll encounter later will be traceable back to not enough Change Mgt. Note that this is not saying "spend 100 years preping people", that's not practical.
A final thought: engage specialists to roll out Agile rather than believe you can roll your own. You may succeed well enough on your own but specialists, if properly vetted, come with a wealth of experience that should produce a better outcome. But you also need to know what you want to get the most value out of specialists, something they could help you determine if need be.
I am in charge of that from years ago in my actual work place. Lot to comment. Take into account that "to modernize" something you have to clear define terms like "client", "value" and "quality". First, understand that Agile is not about to use a method, is not about to software or IT, did not born with the Manifesto. As we do, you can apply Agile practices in projects that are using waterfall life cycle. When you understand that then you can have the same environment that we have where the same portfolio/program/project manager is assigned to more than one initiative at the same time using different approaches/methods. Second, in our case, we use an architectural based approach to define all needed from governance to delivery.
Hi Jason, changing mindset to change the methodology from waterfall to agile was the biggest challenge that we faced. Senior citizens from the organisation are very reluctant and constantly nudge / create fear at every step. An agile coach around built the confidence - that was our challenge and success factor. Training and referring to pmi-agile practice guide would help you. All the best.
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