A Day in Refactoring Agile Project Process Part 2

12.30 Lunch

We have a great lunch at Tokio’s in Melbourne CBD.  The team highly recommended it as fantastic for the sukiyaki-don and other specialties.  Sounded good and they were right – it was a great experience.  We have a fantastic discussion on the current role of microblogging within organizations.  They’re all prolific tweeple and are interested in how to apply Twitter or something similar to their work.  We describe  several tools we’ve looked at for use in project status updating.  They’re keen to pursue this and we’ll take it up with the exec team.

One of the reasons we were brought in to the company was to help streamline and integrate the various tools they have in their development environment.  While it may seem tangential, keeping up to date with project status is a good way to help communications between the team and other key stakeholders, and hence to assist in the streamlining of the workflows within the company.

1.30 Ambushed by the PMO

The minute we step back in the door, we’re cornered by the members of the PMO.  They’re interested in not only refreshing their templates but also in establishing a Library Of Good Examples.  We explain to them that although the LOGE can be started with external examples and other non-confidential documents we developed internally within Zenkara, it would be much more effective to go through the large (but varied) project documents the company has on its servers. They raise the problem that there is just so much material on the servers from previous projects, it is difficult to sort through the material.  They really need extra resources to help sort through the material (hello cross-selling op!!).

2.15 Rework and design of the intranet

The company had originally established an intranet as their main repository of company and project material (documents, processes, schedules, etc).  But as it was an incremental activity (i.e. when developers had some spare time) and had no clear direction or structure, its usage varied from project to project and team to team.  Some people hadn’t used it for ages and saw it as shelfware – in fact they had developed their own project and process wikis.

Rather than cut off everything that didn’t conform to the intended corporate standard, we decided to get each of the core stakeholders together to establish some overall principals – rather then the strict rules which would need constant policing.

Together with the participants of this session we were able to identify who the stakeholders were and how we could best engage and involve each of them.

3.15 Afternoon tea…

This entry was posted in agile, appraisals, audits, CMMI, improvement, innovation, ISO9001, method, organization change, people, PMO, problems, process improvement, startup, strategy, templates and tagged , , , , , , , , , , , , , , , , , , . Bookmark the permalink.

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