2. WEBINAR Scaling Agile Changes The Face Of Today’s PMO
Margo Visitacion, Vice President, Principal Analyst
March 29, Call in at 12:55 p.m. Eastern time

4. Agenda
Customer obsession is disrupting the traditional CIO role.
Digital disruption calls for an Agile mindset.
The Agile PMO: What good looks like
The path ahead: Portfolio ecosystem

5. 78% of global executives cite improving customer experience as the No
78% of global executives cite improving customer experience as the No. 1 priority for differentiation.
Image source: The Sacramento Bee (

6. 71% %
“Our strategic planning process places a high priority on enhancing customer acquisition, retention, and loyalty.”
of marketing leaders agree.
of tech management leaders agree.
“Agree that the CIO is actively engaged in the strategic planning process”
61% %
Image source: KHS Bicycles (
Source: Forrester/Forbes Q US Marketing And Tech Management Survey

7. CIO spending is not in alignment.
Source: “The CIO Mandate: Engaging Customers With Business Technology” Forrester report

8. Agenda
Customer obsession is disrupting the traditional CIO role.
Digital disruption calls for an Agile mindset.
The Agile PMO: What good looks like
The path ahead: Portfolio ecosystem

9. Image source: Scaled Agile (www.scaledagileframework.com)

10. Agility and experimentation are key skills in a disruptive marketplace.
Torchbearer CEOs put more emphasis on agility and experimentation.
Significant gaps exist between torchbearers and followers.
Image sources: IBM ( and
Source: IBM 2015 Global C-suite Study

11. Customer focus changes how businesses organize.
66%
73%
Source: “Three Best Practices To Improve Strategic Planning And Portfolio Management” Forrester report

12. Agile puts tech teams closer to the customer.
“More than just adopting an Agile methodology, companies are adopting an Agile mindset.”
Source: “The 2015 State Of Agile Development: Learn From Agile Expert Firms” Forrester report

13. An Agile mindset puts PMOs into the crosshairs.
Too centralized —
38% of PMO and project managers are in the same group.
Suffer the worst relationships with development teams
48% have a positive relationship (compared to 65% with business users).
Business/IT trust and support
60% cite at least a moderate challenge.

14. Agenda
Customer obsession is disrupting the traditional CIO role.
Digital disruption calls for an Agile mindset.
The Agile PMO: What good looks like
The path ahead: Portfolio ecosystem

15. How? Stop thinking inside-out.
PMO
Command /enforce
Reporting
Training
Tools
Project templates
What methodology should I push out?
How can I make them listen to me?
How do I make them use the tools I selected?
Can I get support for certification training?

16. How? Start thinking outside-in.
What are our
strategic themes?
PMO
Capacity planning
Value stream prioritization
Agile leadership/ coaching
Analysis portfolio ecosystem
Portfolio facilitation
How do we select for value?
How do we help our teams?
What are the right programs?
Did we achieve our
objectives?
What do our customers need?

17. Facilitation through:
New responsibilities
Provide transparency.
Facilitation through:
Lean analytics
Data visualization
Coaching
Managing Lean coaches

18. Strategic communication and facilitation
New skill sets
Performance
Analysis/coaching
Strategic communication and facilitation
PMO director
Portfolio manager
Data scientist
Agile leader
Coaches
Technology

19. PMO role in strategic planning office
Develops framework and cadence
Provides guidance
Facilitates process
Chief strategist
Virtual planning teams
Product owners
Architecture
Business owners
Release train engineers
Value stream engineers
Finance
Agile PMO
Scrum master
CoEs
Scrum teams
Delivery teams
Activity decision-maker
Brings expertise
Supports decision-makers
Executes release trains
Accountable for decision/execution outcome

20. A latticed approach provides support, not bureaucracy.
Strategic planning office (SPO)
Agile PMO
IT project delivery
Operations project delivery
Business unit PMO
(product)
(marketing)
Sales

21. Three characteristics of Agile planning processes
Agile PMO as a facilitator
Agile PMO as an analyst
Agile PMO as a facilitator
Source: “Customer-Obsessed Companies Integrate Strategic Planning And Delivery” Forrester report

22. Facilitate: Use value streams to help prioritize.
Sales and marketing
Human resources
Finance
Logistics
Call center
Time-to-delivery
Value Stream
Budgeting
Can Value Stream give me a clearer understanding of costs?
Can this help align with strategic objectives?
Will this help with faster, better decision-making and problem resolution?

23. Facilitate: continuous planning and delivery
The living road map: continuous planning on a cadence
Yearly plans for initiatives (budget)
Release planning by quarter Q1 Q2 Q3 Q4
DevOps
DevOps
DevOps
DevOps
FY planning
Road map review
Road map review
Road map review
FY planning
Portfolio update
Portfolio update
Portfolio update
Portfolio update
Source: ADP/Forrester

24. Support teams by limiting WIP/managing dependencies.
Planning teams
Senior product/program owner
PPMO supports
Development leader t t t t
Scrum
squads
Architect/UX leader t t t t t t t t
Scrum master
Shared services
DevOps
ePMO
CoEs
Arch
Test
DevOps
Arch/Dev
PCOE

25. Agenda
Customer obsession is disrupting the traditional CIO role.
Digital disruption calls for an Agile mindset.
The Agile PMO: What good looks like
The path ahead: Portfolio ecosystem

26. The portfolio ecosystem: Transparency
Portfolio management tools
Value
Capacity
Data
Time to realize
Finance
EAMS
ALM
CRM
ERP
CMDB

27. The Agile PMO Agile PMO shortlist
Understand pains to prioritize quick wins.
Over-allocated key resources
Lack of visibility at dependencies at the portfolio level
Inconsistent issue and change management
Insufficient change management to prepare organization
Inconsistent messaging
Take a pragmatic approach.
Kanban prioritization
Time box and commitment over schedules (really!)
Focus on health, capacity, and limiting work in progress.
Identify waste, and get rid of obstacles.
Start capturing data — determine patterns for performance measurement.

28. Agile KPIs and metrics Immediately actionable Negotiable Valuable
Estimable
Sized to fit
Testable
Specific
Measurable
Achievable
Relevant
Timely
Actionable
Understandable
Accessible
Productivity
Value
Quality
Velocity
Business value delivered/ranked items committed and delivered
Cost of delay
Features delivered
Success criteria of epic met
Customer satisfaction
Features accepted
Successful delivery of strategic themes
Code quality

29. Recommendations
Clarify the vision for the PMO with execs, and come to agreement about objectives, goals, and outcomes.
Put yourselves in your customers’ shoes.
Use value streams to identify priorities and reduce waste.
Measure your PMO on engagement and enablement.

30. Margo Visitacion