Team synchronization when scaling agile.

1. MAKING
BUSINESS
AGILE Andrew P. Kallman, MBA, PMP®, CSM, CSP
AGILE PPM TRAINING USING
THE UNIFIED VISION FRAMEWORK – 2014 EDITION

2. GOALS & OBJECTIVES
Demonstrate how to increase project, program
and portfolio management results and make any
methodology more agile by using the Unified
Vision Framework, including:
– Cascading Vision & VSPT
– 4D Model
– Agile Governance
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3. Why definitions are so important for features
actually used…
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Source:ScrumAgilePresentationatPMIRoundtable,September2007Helsinki,Finland
• 07% (A) all the time
• 13% (O) often
• 16% (S) some of the time
• 19% (R) rarely
• 45% (N) never
This ends up being an 80/20 Pareto.

4. UVF’s VSPT Model
Vision
Strategy
People (Project, Product, Process…)
Tasks
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5. Agile PMO – Cascading the Vision
to Every Level
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5

6. Scrum using the Business Agile 4D Model
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7. Exercise – Scrum Brain Teaser
Bringing it all together
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8. What would you do?
“this one really happened…” (20 minutes)
• Work your team at your table
– Discuss and decide as a group what you
think the ScrumMaster did on the following
example …and… why?
• 10 min
• Each group report back their guesses to
the entire class
• 2 - 3 min each
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9. Developers
Stakeholders
C-­‐level
CEO
S1
S2
S3
S4
S5
Scrum case study:
San Francisco Web Portal
Note: each stakeholder had a separate bonus/reward incentive/
structure…
D1
D2
D3
D4
D5
D6
D7
€ € € € €
Source: CSM Training by Danube Technologies, March 2008
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10.
Developers
Stakeholders
C-­‐level
CEO
S1
S2
S3
S4
S5
Each stakeholder had their own list of user stories (PBL items)
and all stakeholders had met and agreed to a prioritized PBL that included ALL user stories
PO
D1
D2
D3
D4
D5
D6
D7
€ € € € €
PBL
SM
The
CEO
appointed
“S5”
(Dave)
as
the
Product
Owner
for
the
Project
Source: CSM Training by Danube Technologies, March 2008
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11.
Developers
Stakeholders
C-­‐level
CEO
S1
S2
S3
S4
S5
Even though the stakeholders had
agreed to the prioritized PBL, S5 (Dave) said “something came
up, now we’re using my list backlog items for the first Sprint Planning…”
PO
D1
D2
D3
D4
D5
D6
D7
€ € € € €
PBL
SM
PBL
Source: CSM Training by Danube Technologies, March 2008
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12. …the rest of the story;
and, the rest of the story…
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13. Exercise – Rock Concert Event Planning
10 Minutes
• Multiple Teams in charge of
planning & implementing a Rock
Concert
• Choose team member roles for your
team
• Link to Vision
• Link to Strategy
• Fill-in the details (next slide)
• Who, what, when, where and why
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14. Exercise – Fill-in the details
10 minutes
• Who (should be on the team)?
• What (product, service, result)?
• When (will we start)?
• Where (co-located, multiple
locations)?
• Why (are we doing this project)?
• You will continue to iteratively add more
details to your project in the rest of the
exercises…
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15. Exercise – Why?
Only 3 reasons to do a project…
• Increase Revenues
• Save Costs
• Mitigate or Eliminate Risk
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16. Exercise – Create Product Backlog with Epics
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17. Exercise – Create Product Backlog with Epics
20 minutes
• Create a Product Backlog with Epic items
(i.e. Epic-Level User Stories) for your project
– Try to come up with 3 to 5 Epics per team
member (5 Minutes)
– Combine Duplicates (5 Minutes)
– Put on wall under a post-it note labeled “PBL” (5
minutes)
• Example Epics (User Stories) on next slide
– …as a ____________ I want to ___________
so that _____________
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18. 17. As an App Designer, I want
to receive daily reports on
ticket sales by channel so that
I can track the effectiveness
of the Application / User
interface.
10. As a Concessions Vendor,
I want to be able to sell
alcohol so that I can
maximize my profits.
6. As an Event Security
Manager, I want each and
every concert-goer to have a
safe and fun experience at
our event so that they return
to another concert.
9. As an Event Set-up team
member, I want to be able to put
together the stage in the
shortest amount of time so that
they band can take the stage
without any glitches.
User
Story
Cards
Examples
18

19. GOVERNING AGILE
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20. 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
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21. Agile PMO – Vision Driven Portfolio
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22. Scrum/Agile Teams need to be Persistent
(Dedicated) and Time Boxed
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23. Agile Transformation & Governance
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Top Down
ê
xxx
xxxxxx à
xxxxxx à
xxx
é
Bottom-up
Aha!
Fail
MoBon
Perform
Hyper

24. Exercise – Portfolio “Walkabout”
4 Min per team/table, 35 min total
• One person is appointed the
spokesperson for the team to
explain to each of the other teams
their Product Backlog’s Epics
• Everyone else on the team will go
to each of the other team’s table to
find out about the other team’s part
of the Program
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25. Exercise – Portfolio “Walkabout”
4 Min per team/table, 35 min total
• Each team is responsible for
capturing integration items and
cross-dependencies with the teams
that they visit
• Those Cross dependencies will be
captured on Post-it notes and put
on the portfolio wall in the
appropriate part of the roadmap for
their team’s program
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26. Agile Portfolio / PMO – Real world Results
Friday
13
June
14
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Portfolio Program
Project Team

27. Portfolio-level – Consolidated View
Program Roll-up, by Portfolio
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28. Portfolio-level – Velocity Doubled…
Program Roll-up, by Portfolio
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[
Doubled Project Velocity
in less than 3 years
w/o increasing team size

29. Program-level – by Program
Project Roll-up, per Program
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30. Project-Level Project Release Burnup Chart
Sprint by Sprint
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31. Team-Level – Daily Reporting
Current Sprint, Day by Day
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Note: for Team Use Only!

32. Exercise – Reporting
Optional – if time available (15 Min)
• Use the Epic PBL from your
previous exercises and create some
example Burnup Charts
– Sprint Burnup (or Burndown)
– Project Release (Sprint by Sprint)
– Portfolio (Aggregate of all projects)
• Use your imagination to fill-in the
details
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33. Exercise – Table Talk
Optional – if time available (10 Min)
• With your table, brainstorm potential
blockers for implementing Agile in
your company
– Use Post-it Notes and the wall to
organize your thoughts
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34. The
PMO
Brothers
Thank You … the PMO Brothers
Andrew P. Kallman
MBA, PMP®, CSM, CSP
andrew@andrewkallman.com
Theodore W. Kallman
PMP®, CSM, CSP, ChFC
Ted@unifiedvisiongroup.com
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35. Copyright
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36. Team 1 - Logistics
• Arena Acquisition
• Union Liaison(s)
• Concert Set-up
• Concert Tear-down
• Info Kiosks
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37. Team 2 - Concessions
• Concert Programs / Event Magazines
• Food
• Soft Drinks
• Alcohol?
• CDs
• T-Shirts
• Souvenirs
• Mementos
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38. Team 3 - Security
• Risk Management
• Disaster Recovery
• Threat Mitigation
• Gate Control
• Evacuation Plan
• Event Monitoring
• Walkie Talkies / Press-to-talk Phones
• Police / Fire / Ambulance Interface
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39. Team 4 – Sales
• Ticket Sales
• Online Sales
• Group Specials
• VIP tickets
• Press Boxes
• VIP Boxes
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40. Team 5 - Marketing
• Social Media / SEO
• TV
• Radio
• Print Ads & Posters
– Newspaper, Bus Stops, Subways, Trains,
Bars, Billboards, etc.
• Guerilla tactics
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41. Team 6 - Technology
• iPhone and iPad App for event
• Ads
• Sales (tickets)
• Promo’s
• Arena info
• Event Management System / Dashboard
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42. Team 7 – Infrastructure - Arena
• Arena LAN / Wi-Fi
• Arena Phone System
• Arena PA System
• Electrical & Back-up Generators
• Mechanical
• HVAC
• Maintenance & Janitorial
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43. Team 8 – Infrastructure - Show
• Sound Boards & Control Center
• Audio / Sound / Speaker Systems
• Light Show / Pyrotechnics (if any)
• Show Mechanicals
• Show LAN / Wi-Fi
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44. Team 9 – Event & Program Management
• Program Managers to work with:
– Logistics
– Concessions
– Security
– Sales
– Marketing
– Technology
– Infrastructure (Arena, Show, etc.)
– External Stakeholders
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45. A Band Called…
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