1. MAKING BUSINESS AGILE Andrew Kallman, MBA, PMP, CSP 21 March 2013 NYC Scrum Users Group AGILE PROGRAM MANAGEMENT USING THE UNIFIED VISION FRAMEWORK

2. GOALS & OBJECTIVES Demonstrate how to increase program and portfolio management results and make any methodology, especially Scrum, more agile by using the Unified Vision Framework, including: – Vision – 4D Model – 4R Model – Agile Program Governance Copyright © 1972 - 2013 Unified Vision Group all rights reserved 2

3. The Scrum Framework (Scrum Alliance) Source: http://www.scrumalliance.org/pages/what_is_scrumhttp://www.scrumalliance.org/pages/what_is_scrum

4. All there is to Scrum, mostly… Scrum is a specific type of Agile we use for software development Three artifacts Product Backlog Sprint Backlog Potentially shippable incremental Product, Service or Result Four Activities Sprint Planning Meeting (Beginning of Sprint) Daily Scrum Sprint Demo (End of Sprint) Sprint Retrospective (End of Sprint) Three roles Scrum Team Scrum Master Product Owner In Scrum, there is no “traditional” PM role

5. SCRUM / AGILE’S GROWTH Copyright © 1972 - 2013 Unified Vision Group all rights reserved 5 Source: VersionOne’s 7 th Annual State of Agile Development

6. SCRUM / AGILE’S GROWTH – Scrum (54%) used since 1993, Nonaka & Takeuchi Including Scrum/XP Hybrid and Scrumban – Scrum XP Hybrid (11%) Extreme Programming – XP (2%) – Scrumban (7%) – Kanban (4%) – Custom Hybrid (9%) – Don’t know (4%) – FDD (2%) – Lean (2%) – Other (2%) – AUP, Agile Modeling, DSDM Atern (1% each) Copyright © 1972 - 2013 Unified Vision Group all rights reserved 6 74% Source: VersionOne’s 7 th Annual State of Agile Development

7. VISION “Amazon is willing to plant seeds and let them grow. We’re stubborn on Vision and flexible on details.”  Jeff Bezos (Amazon.com) in Wired, 19.12.2012, pg 244 “ Simplicity is the ultimate sophistication.”  Steve Jobs (Apple) in Wired, 19.12.2012, pg 233 “ Simple is not easy !”  The PMO Brothers Copyright © 1972 - 2013 Unified Vision Group all rights reserved 7

8. VSPTVSPT 8

9. Vision Strategy Projects Tasks Copyright © 1972 - 2013 Unified Vision Group all rights reserved 9

10. Vision Exercise 2 minutes Each person take a blank post-it / sticky note, piece of paper and write your company’s vision (word-for-word) – Work on your own – Please do not discuss answer with table, yet Put your Vision statements up on wall under the post-it note labeled “Vision”

11. Company Vision… Compare your Post-it note with the stated Vision of your company “If you are not led by Vision, you will be driven by circumstance” – The PMO Brothers

12. Defining Vision and Culture VisionMissionPurpose Core Values & Attitudes Goals & Objectives Copyright © 1972 - 2013 Unified Vision Group all rights reserved 12 Culture

13. Cascading Vision Copyright © 1972 - 2013 Unified Vision Group all rights reserved 13 Executive Vision Senior Mgt. Vision Program Level Vision Project Level Vision Team Member’s Vision V V V V

14. Why definitions are so important for features actually used… Copyright © 1972 - 2013 Unified Vision Group all rights reserved 14 Source: Scrum Agile Presentation at PMI Roundtable, September 2007 Helsinki, Finland 07% (A) all the time 13% (O) often 1 6 % ( S ) s o m e o f t h e ti m e 19% (R) rarely 45% (N) never This ends up being an 80/20 Pareto.

15. Define Distill Deliver Drive VSPTVSPT 4D MODEL IS BUSINESS AGILE Copyright © 1972 - 2013 Unified Vision Group all rights reserved 15

16. Scrum using the Business Agile 4D Model (both end-to-end and for the Daily Scrum)

17. PBL Creation Workshops From idea to tangible Product, Service or Result … Copyright © 1972 - 2013 Unified Vision Group all rights reserved 17

18. D1 (Define) Create Product Backlog Copyright © 1972 - 2013 Unified Vision Group all rights reserved 18

19. D2 (Distill) Create Sprint Backlog Copyright © 1972 - 2013 Unified Vision Group all rights reserved 19

20. D3 (Deliver) Daily Scrum Copyright © 1972 - 2013 Unified Vision Group all rights reserved 20

21. D4 (Drive) Sprint Review / Demo Copyright © 1972 - 2013 Unified Vision Group all rights reserved 21

22. Enabling Agile Teams Copyright © 1972 - 2013 Unified Vision Group all rights reserved 22

23. Define Distill Deliver Drive VSPTVSPT DON’T ASSUME AGREEMENT Copyright © 1972 - 2013 Unified Vision Group all rights reserved 23

24. Relationships Tools Knowledge COMMUNICATION Copyright © 1972 - 2013 Unified Vision Group all rights reserved 24

25. Relationships Tools Knowledge …not Politics COMMUNICATION… Copyright © 1972 - 2013 Unified Vision Group all rights reserved 25

26. Relationships Tools Knowledge ScrumMasters, Project Managers, Resource Managers, Other Stakeholders, etc. Product Owners, Business Stakeholders, etc. Developers, Tech Teams, QA, Testing, etc. AGILE COMMUNICATION Copyright © 1972 - 2013 Unified Vision Group all rights reserved 26

27. Define Distill Deliver Drive VSPTVSPT PREVENTING GROUPTHINK Copyright © 1972 - 2013 Unified Vision Group all rights reserved 27

28. Define Distill Deliver Drive VSPTVSPT OH, BY THE WAY… Copyright © 1972 - 2013 Unified Vision Group all rights reserved 28

29. Define Distill Deliver Drive VSPTVSPT Change Control Process happens here per the PMBoK TRADITIONAL CHANGE CONTROL Copyright © 1972 - 2013 Unified Vision Group all rights reserved 29

30. Define Distill Deliver Drive VSPTVSPT Change Control Process happens here per the PMBoK ONLY PART OF THE STORY Copyright © 1972 - 2013 Unified Vision Group all rights reserved 30

31. Define Distill Deliver Drive VSPTVSPT THE REST OF THE STORY Copyright © 1972 - 2013 Unified Vision Group all rights reserved 31

32. WARREN BUFFETT ON SUCCESS “…business schools reward difficult complex behavior more than simple behavior, but simple behavior is more effective.” Source: http://bankling.com/2009/warren-buffett-speaks-25-best-warren-buffett-quotes-on-his-strategies-investments-and-cheap-suits/http://bankling.com/2009/warren-buffett-speaks-25-best-warren-buffett-quotes-on-his-strategies-investments-and-cheap-suits/ Copyright © 1972 - 2013 Unified Vision Group all rights reserved 32

33. THE PRESSURE IS ON Life is full of challenges and pressures Copyright © 1972 - 2013 Unified Vision Group all rights reserved 33 X You are here Pressures

34. THE PRESSURE IS ON Character counteracts at the personal level Copyright © 1972 - 2013 Unified Vision Group all rights reserved 34 Pressures Character

35. THE PRESSURE IS ON Vision counteracts at the Team level Copyright © 1972 - 2013 Unified Vision Group all rights reserved 35 Pressures Vision

36. VSPTVSPT 4R MODEL IS PEOPLE AGILE Copyright © 1972 - 2013 Unified Vision Group all rights reserved 36

37. WHEN THINGS GO WRONG Copyright © 1972 - 2013 Unified Vision Group all rights reserved 37

38. Exercise – Reading Your Team AnalyticalDriver AmiableExpressive Collaborator Copyright © 1972 - 2013 Unified Vision Group all rights reserved 38

39. Modified Change Management Curve Modified Traditional Kubler-Ross Model Source: adapted from http://www.businessballs.com/elisabeth_kubler_ross_five_stages_of_grief.htmhttp://www.businessballs.com/elisabeth_kubler_ross_five_stages_of_grief.htm Copyright © 1972 - 2013 Unified Vision Group all rights reserved 39 ShockDenialAngerBargainGriefExplodeExplore Use New Info AcceptAdvocate

40. Spanning the Chasm New Decisions Linked to Vision and Using the 4D Model Source: adapted from http://www.businessballs.com/elisabeth_kubler_ross_five_stages_of_grief.htmhttp://www.businessballs.com/elisabeth_kubler_ross_five_stages_of_grief.htm Copyright © 1972 - 2013 Unified Vision Group all rights reserved 40 ShockDenialAngerBargainGriefExplore Use New Info AcceptAdvocate

41. Flywheel of Change The 4D Model is a flywheel – As you push a flywheel, at first it doesn’t appear to move – But, with each repetition, the wheel begins to move, almost imperceptibly – As you gain momentum, keeping the wheel moving takes less and less effort – Vision is the “axel” that keeps the flywheel in place Copyright © 1972 - 2013 Unified Vision Group all rights reserved 41

42. GOVERNING AGILE Copyright © 1972 - 2013 Unified Vision Group all rights reserved 42

43. AN AGILE PMO MUST 1.Focus on Vision 2.Have clear Definitions 3.Distill clear Agreements 4.Have clear, short plans and time frames for Delivery 5.Drive success with frequent communication Copyright © 1972 - 2013 Unified Vision Group all rights reserved 43

44. Agile PMO Copyright © 1972 - 2013 Unified Vision Group all rights reserved 44

45. Agile PMO – Vision Driven Portfolio Copyright © 1972 - 2013 Unified Vision Group all rights reserved 45

46. Agile PMO – Stadium View Copyright © 1972 - 2013 Unified Vision Group all rights reserved 46

47. Agile PMO – Using Scrum of Scrums with Governance Copyright © 1972 - 2013 Unified Vision Group all rights reserved 47

48. Agile PMO – Reporting – Project Release Burnup Chart (Sprint by Sprint) Copyright © 1972 - 2013 Unified Vision Group all rights reserved 48

49. Scrum Teams Time Boxed Copyright © 1972 - 2013 Unified Vision Group all rights reserved 49

50. Reporting – Portfolio View Copyright © 1972 - 2013 Unified Vision Group all rights reserved 50

51. AN AGILE PMO MUST 1.Focus on Vision 2.Have clear Definitions 3.Distill clear Agreements 4.Have clear, short plans and time frames for Delivery 5.Drive success with frequent communication Copyright © 1972 - 2013 Unified Vision Group all rights reserved 51

52. AUTHORS – THE PMO BROTHERS Andrew P. Kallman MBA, PMP ®, CSM, CSP andrew@andrewkallman.com Theodore W. Kallman PMP ®, CSM, CLU, ChFC ted@unifiedvisiongroup.com The PMO Brothers Copyright © 1972 - 2013 Unified Vision Group all rights reserved

53. THANK YOU! QUESTIONS? The PMO Brothers Copyright © 1972 - 2013 Unified Vision Group all rights reserved