The Agile PMO

Michael is the President of Sapir Consulting. He has been providing operational, organizational and management consulting and training for over 14 years. He is a certified project management professional and Gestalt process facilitator, offering training, consulting and solutions development in project and product management, process improvement, leadership and team-building programs.

  PMO   ProjectsAtWork  

A project management office contributes value to its organization by helping executives make informed, portfolio-based decisions regarding project prioritization and resource allocation. This case study shows how a PMO can accomplish this mission more effectively by delivering value incrementally, focusing only on what is necessary at the appropriate time.

Tom Jenkins, the newly appointed PMO manager convened his team. Xavier, Paula and Xing were eager to start work. Tom explained that the PMO rollout is a change process. He gave his team assignments around stakeholder analysis, mapping of communication requirements, and creation of the PMO newsletter. While the team was somewhat puzzled with these activities they moved to fulfill them. Working with the stakeholders, the team captured many complaints pertaining to the current way of work and gathered numerous requests for improvements. Eagerly awaiting their next meeting, which was held virtually through a videoconference, they prepared a list of proposed improvements. Xavier proposed to commence work on the work breakdown structure and the software development lifecycle. Paula suggested to update the risk register template and to implement a new tool for project scheduling. Xing reported that the stakeholders were keen on having a team collaboration tool and added that they are many resource conflicts which were not …

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