Agile governance presentation

Principles of Effective Agile Project Governance

Building an effective Enterprise Governance model

Chris Davies@aterny

www.aterny.co.uk

So… Governance?

2© ATERNY Agile Services

What do you believe?


Governance is essential for all projects in one way or another

Governance is not applicable in an

Agile environment


The Project Manager


Regulations & Standards

Why Govern?

• Ensures strategic alignment of IT with the business• Minimise the risk of bad outcomes

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Business-driven pipeline Project vision aligned with

corporate strategy Vision clear to all

Outcome-based metrics Iterative demonstrations Continuous improvement

Stable teams Roles and responsibilities Professional discipline

Active involvement Firm Foundations Iterative development,

integrated testing

Early, incremental delivery Requirement prioritisation Responsive to change

© ATERNY Agile Services


Does Agile need governing?


Agile Projects Fail too


Characteristics

Of Bad Governance• Document-driven• Autocratic• Process heavy• Subjective• Inefficient• Often ineffective

Of Good Governance• Consensus-driven• Equitable & Inclusive• Transparent• Objective• Efficient• Effective

“Trust, but Verify”


The Framework

8 Principles 1 Governor

Virtual Governance

Authority

3 Checkpoints

The 8 Principles


Appropriate Accountability

Resource Projects adequately

Scale the Governance

Ensure Adequate Contingency

Planning Throughout

Transparency of Process & Progress

Outcome-based Reporting

Review Viability Frequently

1. Appropriate Accountability

• Professional Accountability• Who cares??

The Virtual Governance Authority under one Governor


PMO?IT Security

Enterprise Architecture

Finance

Compliance

Infrastructure

Marketing

Production Support

2. Resource Projects adequately

• Commitment vs “giving it a go”• Ensure reasonable chance of success


• Stable teams • Cross-functional• Active Business Involvement• All required skills

3. Scale the Governance

“That governance is best that governs best with least.” Eric Marks, CEO of AgilePath Corporation

• Self-scaling• Event-driven• Virtual Group

– Not static– No regular meetings


4. Ensure adequate contingency

• Realistic contingency – time, cost, or features?


Traditional Agile

5. Planning throughout

• ‘Just enough’ planning• Are plans sensible?


6. Transparency


Process and progress

Tools for remote collaboration

VGA members attend

https://www.google.co.uk/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0ahUKEwjvm7fkxO3KAhWKORoKHVyHBCEQjRwIBw&url=https://www.york.ac.uk/admin/po/processreview/weboffice.htm&bvm=bv.113943665,d.d2s&psig=AFQjCNGafshNBRoRLN2LnCMJAZGSNpF02A&ust=1455205361708633

https://www.google.co.uk/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0ahUKEwiEuPmfxe3KAhWIOhoKHexoC2QQjRwIBw&url=https://www.atlassian.com/jira-agile&bvm=bv.113943665,d.d2s&psig=AFQjCNFfr0Rbo3Bnxkj7lIrqTV67d9jeNA&ust=1455205541616335

7. Outcome-based reporting

• Beware an ‘alternate reality’• Report value delivered, not effort or activity• Consider the source• The convenience of iterations and user stories


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Project Progress

Won't Could ShouldMust Burndown Linear (Burndown)Velocity

1 2 3 4 5 6 7 8 9 10 11 12 13 14 150

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Cumulative Flow

CompleteTesting CompleteIn TestingReady For Test-ingIn DevelopmentNot Started

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8. Review viability frequently

• Project environment is rarely stable• Are success factors still in place?

– People– Scope– Design– New constraints

• Use Agile cadence for checkpoints• Role of the VGA – question, challenge, assist


Governance Checkpoints



How Checkpoints work

• 30-minute audio-conference• Governor asks questions of the VGA • Checklist based, e.g.

Feasibility• All• Architecture• Business Sponsor• All

• Is the business problem understood?• Is there a viable solution?• Is there a business case for this?• Stop or Go?

Foundations

• Product Owner• Architecture• IT Security• Compliance• All

• Has the breadth of scope been captured?• Have you cleared the technical design?• Are security requirements captured?• Are regulatory requirements captured?• Is the Release plan sensible?

Deployment• Product Owner• Architecture• IT Security• Customer Support

• Satisfied with the value and quality?• Solution complies with roadmap?• Solution tested as secure?• Have staff been trained?

Building the model

“People and Interactions over Processes and Tools”


Identify Governor and the VGA

Create Checklists

Schedule Checkpoints

Collect Metrics

Publish the model

Review the model

Embed the process


The Agile PMO

Team

Remove Impediments

Facilitation

Training & Coaching

Portfolio

Dependencies

Help Business integrate

Maintain MI, reporting

Transformation

Tracking

Reporting

Conclusion

Agile is collaborative and iterative

Agile Governance should be too



Contact me

Email [email protected]/aterny

• Agile Training• Agile Coaching• Transformation Consultancy

mailto:[email protected]

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