September 5, 2017

PMO, Personality Types, Strategic/Tactical Agile; an Active Dialogue

Silicon Valley is the hub of innovative technologies and ideas to push boundaries. From novel technological advancement to collaborative production, San Francisco Bay Area incubates the forward-pushing human desires time-and-again!

I attend many professional gatherings and meet ups to meet and learn from experienced technical professionals whenever I have a chance. One of these small but highly thought-provoking is the PMO meetings of PMI-Silicon Valley chapter. Below are just a few points of interest among attendees of past couple of months:

- Based on Enneagram institute, considering nine (9) basic personality type people do not change from one basic personality type to another, even though not every description of the basic type applies to a person all the time. However, people do not accept or reject a behavioral model in its totality. Personality Types

- Agile way of accomplishing tasks is both strategic and tactical. From the planning of a software development lifecycle (strategic) to the alignment of cross functional team interacting to accomplish a set of tasks (tactical), Agile thinking and doing elevates both policies as well as methods. Applying Agile principles in our fast growing organizations is a testament of using the Agile models in both strategic planning as well tactical operations.

- Business Analysts analyze needs and define requirements (based on business needs). This set of activities help functional managers to align their (portfolio) needs. Project managers and scrum masters follow planned activities to motivate project team to execute and iteratively adapt to better creation of tools to overcome needs.

- Most hybrid method (with respect to PMOs) has been successful in many cases, especially when the C-level executives support them. This also may depend on the organizational structure (i.e. CIO & PMO inter-relations, etc.)

- The question is how to incorporate Agile into PMO? One may think that the PMO is whatever executives decide and dictate to execute! So their function is to respond to upper management needs.

Your comments and thoughts can help to better support our PMO community.

July 17, 2013

How to bring Agile to other departments; Marketing, Sales, Support, etc.

Category: Management — David @ 6:53 pm

It is a daunting task to convince other departmental executives to coordinate their departments’ projects with the rest of organization using Agile methodology! This was actually a question brought up by a colleague at one of our PMI-SV chapter meetings. Below are some of responses from the leading managers attending our meeting;

  • We shall think in Agile methodology before we buy-in to it! In other words, managers shall think in incremental changes by the team leading to the final product.
  • Expectations of executives must be tuned with Agile mindset.
  • Customers must also be communicated to accept Agile methodology; incremental updates, accepting increments, and proceed this iteration till the end of project / product.
  • Managers need to know that there is no UAT (User Acceptance Test) using Agile methodology.
  • All departments’ team members shall be familiar with Agile methodology.
  • Other departments’ managers and executives must accept that there would be no date commitment for intermediate processes. However, a tentative end-date can be set forth.
  • Drive priorities as set in requirements and proceed with “Stories”.
  • Only commit to what is visible to you (that can be delivered incrementally).
  • Agile is a value-driven process that depends on the value of what is set to be done. The value is known or set by the customers and stakeholders; usually using 20-80 rule (i.e. 20% of requirements will drive 80% of the bulk of the product). These are end user values that are set and delivered incrementally.
  • Agile will use “progressive elaboration” of products and end user results. However, how customers would have end results depends on progressive elaboration and incremental delivery of needs. This is the (Agile) process that shall be clearly communicated to all parties involved.
  • Other time-dependent actions and revenue-recognition event (such as Press Releases) can be addressed depend on the cut-off date set forth at the beginning of the process. However, delivery of requirements shall proceed incrementally till the set-date.
  • Important requirement (within the 20% set) shall be scheduled within the stories and delivered by the set date. All other requirements (within 80% set) are set to be delivered incrementally as the project advances.

More information regarding upcoming classes and trainings in San Jose area:
PMI-ACP Exam Prep Course (3 Days) at PMI – San Francisco Bay Area Chapter:
– Instructor: Anup Deshpande, August 3, 2013 @ 8:30 am – 5:00 pm

Anup also offers training for individuals as well as corporate teams.

Please visit PMI- Silicon Valley chapter website for more information about different activities of PMI - Silicon Valley chapter.

Up-ward and On-ward,
David