Agile PMO At IG
Agile PMO at IGSophie Ashdown CoadyHead of Programmes and GovernanceIG Group
OBJECTIVES See how a PMO evolved and adapted to suit its business Understand why the PMO at IG works well for Agile Development Understand the new PMO – teams, roles, purpose, governance See how it is working and the benefits we are seeing Ask questions
ABOUT MESystemsAnalystProducer ProjectManagerEnterpriseApplicationsManager Head ofBusiness SystemsRetail ForeignExchangeTraderHead ofProgrammesHead of ProjectManagement Head of ProgrammesAnd Governance
SETTING THE SCENE
ABOUT IG Market-leading financial trading provider offering Contracts for Difference (CFDs),Spread betting, and Stockbroking to a mostly retail client base Started in 1974, FTSE250 company with market cap of 2.6bn, revenue 400m 1460 staff headquartered in London, with regional offices in 17 countries acrossEurope, Africa, Asia-Pacific, the Middle East and the US 126,000 active clients 300,000 daily trades
We invest heavily in technology with award winning web platforms and mobile apps WebsitesTrading news sitesIG Academy app
IT DEVELOPMENT AT IG Of 1460 staff, 641 are in IT:435 in UK126 in India80 in Poland Approximately 45 development teams 42 staff in the PMO36 in UK6 in Poland
PROJECTS, PROGRAMMES, AND PRODUCTSProjectsProgrammesProducts Business approves and plans in terms of projects Small project is 10-50 days, large project is 50 days On average there are approximately 230 approved projects at any one time Programmes are groups of projects that combine to deliver an overall objective IG has increasingly recognised the value of programmes in the past couple of years A Product is a system or application that is created and maintained by IG’s development team. IT Development teams are each product focussed These can be client facing products like Web Platform, iPhone trading app, or Charts Or internal Products like Data Warehouse, CRM application, or Payments
AGILE SCRUM
AGILE SPRINT DEVELOPMENT CYCLE
EVOLUTION OF THE PMO
2010Stats 800 employees360 IT staff20 Dev teams10 BusinessManagersIssuesChangePMO IT Developmentgetting too big andunwieldy wanted to buildfaster and better Agile becomingstandard approachto softwaredevelopment No governance orformal structure toproject management Agile Scrum formallyintroduced at IG All IT managers, ITteam leads, andBusiness Managersgiven Scrum Mastertraining “Business Managers”responsible for: Business analysis Projectmanagement Backlogmanagement Incidentmanagement Releasemanagement Product Ownerrole for dev teams
BUSINESS MANAGERDomain ExpertStakeholdersStakeholder ManagementQABusinessManagerProduct DevelopmentBusiness AnalysisIncident ManagementDevelopersProject ManagementScrum Product OwnershipMarketing specification
2010Head of BusinessManagers2 x Senior BusinessManagers8 x BusinessManagers
2012Stats 1000 employees420 IT staff32 Dev teams14 BusinessManagersIssuesChangePMO Business Managersseen as a bottleneck Scope of BM rolewas too large Wider businesswasn’t connectedenough with IT orprojects Widespread lack ofprocess, governance,documentation Delivery was gettingslower and messier New CIO recognisedwe needed a PMO Sought advice anddecided on PM/BAmodel Wanted to bring inbetter structure andgovernance PMO formedsplitting BusinessManagers intoBusiness Analystsand ProjectManagers Head of ProjectManagement joinedto set governancefor PMO
OLD ROLE OF BUSINESS MANAGERDomain ExpertStakeholdersStakeholder ManagementQABusinessManagerProduct DevelopmentBusiness AnalysisIncident ManagementDevelopersProject ManagementScrum Product OwnershipProduct and launch MarketingPrepare and Manage Backlog
2012 - NEW ROLES OF BA/PMStakeholdersBusinessAnalystDomain ExpertStakeholder ManagementProduct DevelopmentWrite specificationQAIncident ManagementDevelopersProjectManagerProject ManagementScrum Product OwnerProduct and launch MarketingPrepare and Manage Backlog
2012 PMO TEAM STRUCTUREProgrammeDirectorHead of ProjectManagementHead of BusinessAnalysis5 x Lead ProjectManagers6 x BusinessAnalysts12 x ProjectManagers
2013/2014 – TRYING TO MAKE IT WORK Clear definition of roles and responsibilitiesBespoke Project LifecycleImproved Project DocumentationBetter communication across the businessBetter prioritisation of projectsIntroduced cost/benefit analysisBetter integration with marketingProject Retrospectives to adopt lesson learnedIndustry recognised accredited training for BAs and PMsRegular learning workshops and knowledge sharing sessionsCentral area for project information accessible to everyone in the businessRisk analysisSuccess measuringProject tracking and reporting
2015Stats 1350 employees 580 IT staff 42 Dev teams 5 PM Team Leads PMO: 16 Project Managers 8 Business AnalystsIssuesChange BA/PM model didn’t workwell with Agile Not aligned well with ITdevelopment No consistent focus onproducts or businessareas PMs were doing toomuch, overloaded Poor handovers ofprojects and work Lack of autonomy and/orownership Poor staff engagement People unhappy highturnover Hard to recruit How can we: align responsibilities tobe more effective? improve prioritisationof small vs strategicchanges/ work Better empower theteam? Reduce admin whilstmeeting regulatoryrequirements? Work better with agile? Improve productdevelopment? improve overalldelivery?PMO Total restructure
WHAT WE DIDSoughtfeedbackfrom eachmember ofPMOSoughtfeedback fromIT,stakeholders,senior execs
PMO FEEDBACKStrengths Project information is good and transparent toeveryone Good communication to sponsors andstakeholders Good tracking and measuring of success Good working relationships, helpful to eachother within the team Good management of multiple dependencies Team is committed and hardworking Do a lot with relatively little resourcesWeaknesses No consistent focus on products or businessareas PMO held accountable when we have little sayin major decisions or priority changes Developers still think we are “waterfall” PMs feel a lack of autonomy / ownership Lots of context switching PM role feels admin heavy Inefficient handover of BRD from BA to PM Cross-stream projects have too many cooks PMs mostly doing old BM role
STAKEHOLDER FEEDBACKStrengthsWeaknesses Good requirements gathering, BRDs are reallyuseful Good open involvement between PMO anddevelopers People we have are generally very smart Good structure and organisation aroundprojects Like being able to see status of projectsacross IG Useful to have someone co-ordinate projectacross different teams PMO do a great job but don’t get enoughcredit No consistent person throughout the project It’s hard to know who to go to Can spend too long on analysis when we justneed to get on with it – can feel waterfall BAs should be more involved throughout theproject Hand offs create delays We don’t hold developers to deadlines Want more dedicated product ownership someone who can live and breathe a product Confusion over the scrum roles between Devand PMO
WHAT WE DIDSoughtfeedbackfrom eachmember ofPMOSoughtfeedback fromIT,stakeholders,senior execsFull dayworkshopoffsiteConsult andagree newstructure
TEAM GUIDELINES FOR NEW STRUCTUREThemeA team that will .DeliveryDrive products and projects forward to successful delivery, hold development todeadlines.Information / ReportingSatisfy internal and external stakeholders’ needs for information. E.g. auditors,regulators, sponsors. Be the window onto IT.FlexibilityCope with requests as well as projects of varying sizes, different styles of team(Product vs service), get things done even if not your role.OwnershipHave a strong sense of ownership, autonomy, responsibility and accountability.Minimum viable bureaucracyOperate efficiently where processes and admin should be lightweight and addvalue.Agile FriendlyWork as efficiently as possible with the Agile methodology used by IT Dev.
THE NEW PROGRAMME OFFICE (PMO)Product Management team- facilitates IG’s planning,development, andmarketing for each of rammes andGovernance5 x ProductManagersPM LeadBA Lead27 x ProductOwners4 x ProjectManagers2 x BusinessAnalystsProgrammes andGovernance team- ensures complex crossstream projects andprogrammes are deliveredto meet strategic businessobjectives.ProjectSupport
PRODUCT MANAGEMENT TEAMThe Product Management team facilitatesIG’s planning, development, andmarketing for each of our products.Set theProductVisionDefineProductRoadmapsPrioritisethe workfor eachdev teamEnsure es asneededBuildstakeholderbuy-inBe thevoice of thecustomer
PRODUCT MANAGER Represent a product area Work with stakeholders to lead and facilitate strategy fortheir product area Line manage Product Owners for that product area Have ultimate responsibility for delivering to their productarea’s roadmaps Understand external / competitor landscape for theirarea, incl. Client Feedback Do analysis / project management / pitch docs etc. forlarge projects in their area Live and breathe the products in their area Run steering committee for their areaProduct Manager –Web & MobileProduct Owner Web platformProduct Owner AndroidProduct Owner - iOS
PRODUCT OWNER Aligned to specific product and its development team(s) Is an expert in that product Work with Business stakeholders to understand businessrequirements Work closely with the dev team to translate businessrequirements into development tasks (“user stories”) Manage projects for their area and contribute to largerprogrammes of work Risk analysis and management Manage and prioritise requests for their area Manage and prioritise overall backlog of work for their teams Define and publish the product roadmap
PROGRAMMES AND GOVERNANCE TEAM The team deliver complex cross-streamprojects and programmes that deliverstrategic business objectives. The team defines and demonstrates bestpractices in collaborative project analysis,management, implementation, andcommunication.
PROGRAMMES AND GOVERNANCE TEAMTranslateideas fromacross IG intosuccessfulprojectsIdentify andmanage risksSuccessfullydeliver crossstreamprojects andprogrammesDefine anddemonstratebest ommunicate,& cajole withstakeholdersUnderstandthe fullbusiness ofIGKeep all theplatesspinning
PROJECT MANAGERProject managers drive the execution of projects and programmes that cross through multiple products,technologies, and business areas. Key responsibilities: Manage cross-stream Projects and/or large Programmes of work Manage the entire project lifecycle from Pitch Approval to completion Plan the project effectively and keep it on track for delivery Work closely with relevant Product Owners and dev teams to manage the work Manage all “non-dev” resources required (UX, design, marketing, comms, etc.) Manage any additional requirements or changes to scope Identify, manage, and mitigate for risks to the project Keep stakeholders involved and updated regularly Ensure all affected business areas are informed and prepared
BUSINESS ANALYSTBusiness analysts work closely with sponsors and stakeholders to help pitch new projects and to elicitand define business requirements for approved projects. Key responsibilities: Work with stakeholders to prepare business cases for new projects and programmes of work Run collaborative requirements workshops to elicit and explore business requirements Define any Operational, Legal, Marketing, Reporting, and Non Functional Requirements asrequired Prepare BRD including prioritised requirements (MoSCoW), clear scope, “SMART” successcriteria, etc Manage stakeholder expectations to control scope creep Advise and assist Product Owners with analysis and stakeholder management
WHAT WE DIDSoughtfeedbackfrom eachmember ofPMOSoughtfeedback fromIT,stakeholders,senior execsFull dayworkshopoffsiteConsult andagree newstructureFIVE WEEKSInterview/agree peoplefor rolesCommunicateandimplement
HOW DOES IT ACTUALLY WORK
AGILE DEVELOPMENT CYCLE
AGILE PROJECT LIFECYCLEBUSINESS CASEPREPARATIONDEVELOPMENTDELIVERY
MOSTLY ONE PRODUCTSMALL PROJECT(10-50 DAYS)Analysis Elaboration Prepare BRD Success measurementManage project Coordinate Product Owners Manage stakeholders Coordinate any non-devresources (marketing, comms,operations, etc.)Product Ownership Contribute to requirements Define and prioritise work withdevelopers for their productLARGE PROJECT(50 DAYS)Product OwnerProduct OwnerorProduct ManagerPROGRAMMEOF WORKProduct OwnerorProduct ManagerProduct OwnerProduct OwnerProduct OwnerorProject ManagerProduct OwnersProduct OwnersProduct Owners
MOSTLY ONE PRODUCT AREASMALL PROJECT(10-50 DAYS)Analysis Elaboration Prepare BRD Success measurementManage project Coordinate Product Owners Manage stakeholders Coordinate any non-devresources (marketing, comms,operations, etc.)Product Ownership Contribute to requirements Define and prioritise work withdevelopers for their productProduct ManagerLARGE PROJECT(50 DAYS)Product ManagerorProduct ManagerorPROGRAMMEOF WORKProduct ManagerorBusiness AnalystBusiness AnalystProduct ManagerProduct ManagerororProduct OwnerProject ManagerProject ManagerProduct OwnersProduct OwnersProduct Owners
CROSS-STREAM PROJECTSSMALL PROJECT(10-50 DAYS)Analysis Elaboration Prepare BRD Success measurementManage project Coordinate Product Owners Manage stakeholders Coordinate any non-devresources (marketing, comms,operations, etc.)Product Ownership Contribute to requirements Define and prioritise work withdevelopers for their productLARGE PROJECT(50 DAYS)Business AnalystBusiness AnalystProject ManagerProject ManagerProduct OwnersProduct OwnersPROGRAMMEOF WORKBusiness AnalystProject ManagerProduct Owners
BENEFITS REALISED
TANGIBLE BENEFITS REALISED Improved staff retention Better staff engagement results Higher stakeholder engagement results More investment from IG into developing the PMO
INTANGIBLE BENEFITSTeam feel greater sense ofownership and autonomyProduct Owner approachis much more Agile,gaining respect and buyin from developersProducts are morefocussed andefficientProjects are betterdefined anddeliveredBetter relationshipswith IT and businessStakeholdersPMO is bettertrusted andrespectedBetter collaborativeworking across thebusiness on projectsBetter understandingfrom IT andstakeholders of what wedo and who to go toBetter careerprogression forPMO teamPeople arehappier
WHERE ARE WE NOW?
2016Stats 1460 employees612 IT staff45 Dev teams42 in PMOIssuesChange IG Business hasrestructured itself Business is becomingmore product andprogramme focussed IT and PMO staff aremore widespreadinternationally PMO being asked tomanage wider rangeof projects Not expecting majorchanges to the roles Will adapt to thenew businessstructure andchanging set ofproductsPMO 3 Business Analysts5 Project Managers5 Product Managers27 Product Owners1 ProjectCoordinator 1 SharePoint AnalystDeveloper
WHAT IS NEXT? Keep the roles and responsibilities largely the same Adapt the product areas to better match the business structure Expand and adapt for team members in Poland and India Continue to evolve
OBJECTIVES See how a PMO evolved and adapted to suit its business Understand why the PMO at IG works well for Agile Development Understand the new PMO – teams, roles, purpose, governance See how it is working and the benefits we are seeing Ask questions
QUESTIONS?
The Scrum M對aster is another important role in the Scrum Framework as it works as a servant-master with the Scrum Team. His/her main tasks \ൡre to make the Scrum team understand how Scrum operates, to protect the Scrum Team from external interruptions and to remove im對pediments that hinder the
A PMO has the potential to provide significant benefits. Critical components of establishing and maintaining a successful PMO include understanding the role of the PMO, knowing how to effectively "sell" a PMO to management, how to effectively implement a PMO in an organization, and how to establish and grow the value of a PMO overtime.
Figure (2.10) Component required for building PMO (Jane 2007) Figure (2.11) The PMO Organization Model Figure (2.12) The PMO Structure Spectrum (Cynthia 2007) Figure (2.13) Advantages and Disadvantages of Outsourcing PMO Services (Vagelatos et al 2010) Figure (2.14) Steps to implement a PMO (Lendry 2006)
The Ten PMO Trends for 2023 from the House of PMO Project Data Analytics Update . the largest gathering of PMO professionals since 2015. Lindsay is also the co-founder of PMO Learning, a training organisation specialised in delivering . has a previous career in project management recruitment & employment and previously worked as a PMO .
1. The need for an agile way of working 6 2. The need for an agile way of working 9 3. Agile Core Values - Agile Project Management Vs. 10 Agile Event Management 4. Agile principles 12 _Agile Principles of Agile Project Management 13 _Agile Principles of VOK DAMS Agile Event Management 14 5. Agile Methods 16 _Scrum in Short 16 _Kanban in Short 18
The objective of this project is to provide a road map template to any state agency considering the implementation of a project management office (PMO). This guide will serve as a road map to creating a PMO. A model for state agencies to follow when establishing a PMO or PMO pilot which includes but is . Roadmap to a Project Management Office .
role of the PMO should become more visible and that the PMO should focus more on project support, guidance and alignment with the strategic plan of the organization. In [7], the authors point to the problem of determining the value of the PMO despite the variation in the mandate and functions of a PMO from one organization to another. They
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