Agile PMO ? A need for an Enterprise Agile Transformation
Chandan Lal Patary
Business Transformation Alchemist | Mindset Mentor for Leaders | Author of 9 Transformation Guidebooks | Empowering Growth at Scale
One of my friend has passionate about Project Management practices. She has executed many large scale multi year, multi million dollar, Multi site product delivery.
She is now in charge of Agile PMO to drive enterprise agile transformation projects.She has shared with me her thoughts about Agile PMO
A “classic” PMO may have any combination of three major areas of responsibility: Project Management,Program Management, or Project Portfolio Management.
Alternatively, an organization may create separate offices called the Project Management Office (PMO), Program Management Office (PgMO),
and Project Portfolio Management Office (PPMO).
A traditional PMO typically emphasizes maintaining control of projects by tracking conformance to plan (cost, schedule, and scope). The output (or product) of the PMO is employed by upper management as their primary method of staying in touch with project progress, teams, and their status
I have learn few tips from my friend how to built and run PMO.
The essence of an Agile PMO is endeavoring to serve rather than to control or direct.
She is following DSDM Agile Project Framework.
To start with
a) How do we get fund for Agile projects?
b) Agile PM framework she has used
and so on.
Agile PMO interested in prioritising projects to ensure that the organisation is investing in the right ones.
Even as the economy improves, this is something that organisations must continue to do, and both agile teams and project managers can work together to achieve it.
PMO primary focus is on metrics and progress tracking, that are essential components of profitable project execution.
It may also help facilitate communication in between developers, project managers and executives.
Although the agile worker is concerned primarily with innovation and quick delivery, the PMO can help to maintain the rest of the organisation informed as to what is going on.
Continuous improvement to build a excellent PMO was the part of whole process and evolve based on the organizational need.
Agile PMO especially for enterprise agile transformation take on many of the following functions.
- Collect & disseminate metrics
- Facilitate and enable people & resources
- Standardize & oversee & processes
- Foster collaboration
- Facilitate governance
- Manage project portfolios
- Coach team for transformation
- Enable cultural transformation
- Risk management
- Agile training
AI Strategist & C-Suite Advisor | Architect of 14X Revenue Growth for Fortune 500 Companies | Azure & AWS Cloud Innovation Leader | Strategic IT Consulting & Global Keynote Speaker | Writer
9yGreat article Chandan. Now a days PMO practice gaining popularity through PMO,EPMO and Agile PMO. PMO & SMO combination provide great result and control.According to me both PMO and Agile PMO can coexist in a large organization as Agile is a mindset .We apply them iteratively to get an early outcome for taking inform decisions.In large organization usually PMO practice already exists and as a pilot they may start Agile PMO in a small area.Once they get success they might have a plan to roll out throughout the organization and that too also take considerable time
Retired
9yThank you for this article. Do organizations have both a traditional and agile PMO? Can they coexist?
Agile & Business Strategist : Transformation Catalyst
9yGreat Article , thank you Chandan .Will use your friends material for my studying , the PMO brings significant advantages to the organisation. Its primary focus is on metrics and progress tracking, which are crucial components of successful project execution. It can also help facilitate communication between developers, project managers and executives. One of the interesting ways to get traditional and Agile different development teams to work together is to highlight their similarities instead of their differences on the PMO level. The right management processes such as Open discussion and Compromise will enable groups to capitalise on the strengths of each team, resulting in successful product / project execution and increased product ROI.