1. Transitioning to Agile Project and Program Management: Perspectives and Experiences Narayan Prasad, PMP, PMI-ACP ICF International Case Study: Agile in a Federal Program Support Environment Cory McConnell, PMP, PMI-ACP ICF International PMI-MC Workshop 18 Oct 2013 | 11-12 pm ET 1

2. Narayan Prasad, PMP, PMI-ACP Over 20 years of extensive experience spanning program management, and full life- cycle systems development in both Federal and Commercial Environments. Directed professional services organizations, program management offices, and managed teams worldwide. Thought leadership in Agile project and program management, knowledge management, IT management/operations, and human capital solutions. Contact for questions or additional notes: Narayan.Prasad@icfi.com 2Oct 18, 2013

3. Cory McConnell, PMP, PMI-ACP Seven years of experience spanning program management, knowledge management, and full life-cycle software development in primarily federal environments. Contact for questions or additional notes: Cory.McConnell@icfi.com 3Oct 18, 2013

4. Transitioning to Agile Project and Program Management: Perspectives and Experiences Narayan Prasad 4Oct 18, 2013

5. OMB Guidance and GAO Audit Results OMB 25 Point Implementation Plan to Reform Federal Information Technology Management GAO-12-681 – Effective Practices and Federal Challenges in Applying Agile Methods July 18, 20135

6. Organizing for Agility - Challenges Transitioning to Being Agile – Commitment and collaboration – Organizational/Structural – Cultural – Governance Transforming for Agility – Approach can be different – Federal/Commercial 6Oct 18, 2013

7. Making the Change to Agile: Reconstitute and Re-characterize 7Oct 18, 2013 Servant Leadership Adding Value Encouraging Collaboration Welcoming Change Rightsizing Collocating Empowering Self Organizing Let teams adopt methodology Organize scrum of scrums Facilitate retrospectives Managing changing priorities Alignment with strategy

8. Agile PMO - Services Perspective 8 Oct 18, 2013 Adaptive Governance Sustainable Adoption Portfolio Tracking Running concurrent Agile Projects Visioning Feasibility and Assessment Business Cases and Modeling Product Visioning Architecture Definition Value Determination Strategy Alignment with Business Project Prioritization and Selection Agile Project Management Facilitation and Stakeholder Management Release Planning Facilitating Retrospectives Organizing Scrum of Scrums Projects ROI Standardization Enforcing Regulatory Adherence Tools Dashboards Best Practices Metrics Portfolio Management Transitioning Methodology Transition IPTs to Agile Teams Business Process Re-engineering Process Improvement

9. Project Management and Governance 9Oct 18, 2013

10. Opportunities Get value sooner with greater ROI – Delivering early – Prioritizing features – Highest value features early Be adaptable and embrace change – Agile welcomes and adapts to change Become sustainable – User stories, team velocity, 2-4 week iterations Improve continuously – Conduct regular retrospectives and make adjustments 10July 18, 2013

11. Seizing Opportunities and Preparing to Practice… 11

12. Other Key Considerations Align contracting practices to suit modular approaches – OMB: “Contracting Guidance to Support Modular Development” Create Flexible Funding Models – WCF, Franchise Funds Use failures as learning tools – conduct periodic process reflections – On failed projects lack of experience with agile methods (11%) not understanding the broader organizational change required (11%). Prepare to practice and share successes – Shared ownership, collaboration and leveraging skills 12July 18, 2013

13. Case Study: Agile in a Federal Program Support Environment Cory McConnell 13Oct 18, 2013

14. Our Mission July 18, 201314 Make this table share knowledge! Field Engineer (See: hard hat) Engineer (See: beard) Fed (See: glasses) Retired Engineer (See: bowling shirt) Young Fed (See: military haircut)

15. Problem Daily Tasks “100 Hour” Tasks Long-Term Initiatives CHAOS! July 18, 201315

16. Training & Simplifying ITOD Do good work and then clients will want more of it. Humans are not resources. Paper clips are resources. Humans are humans. Our goal is to deliver the highest business value services every day. The PM is primarily a coach and facilitator. July 18, 201316

17. The Outline Portfolio Product Prioritized by Clients Story Prioritized by Customers July 18, 201317 Tasks“Tickets”

18. Communicating Change To TeamTo COsTo ClientsTo Mgmt “Uh huh…”“I wish we had this in our office.” “People won’t ask me when things will get done? Great.” “…nobody is going to know what you’re talking about.” July 18, 201318

19. The PMIS July 18, 201319

20. Who Does What July 18, 201320 ProductsStoriesTasks CORCreate, Edit, Prioritize (Business) Create, Edit Product OwnerCreate, Edit, Prioritize (Business), Approve, Accept Project ManagerPrioritize (Technical)AssignCreate, Edit Technical LeadEdit, Prioritize (Technical)Create, Edit Everyone ElseCreate, Edit

21. Technical Lead Dashboard July 18, 201321

22. Product Dashboard July 18, 201322

23. Prioritization Dysfunctional Question Like Expect Neutral Live with Dislike Functional Question LikeQEEEL ExpectRIIIM NeutralRIIIM Live withRIIIM DislikeRRRRQ July 18, 201323 M = Must-Have L = Linear E = Exciter R = Reverse Q = Questionable I = Indifferent

24. Results July 18, 201324

25. Questions July 18, 201325