Should Your PMO Transform into an Agile Management Office?

Michael R. Wood is a Business Process Improvement & IT Strategist Independent Consultant. He is creator of the business process-improvement methodology called HELIX and founder of The Natural Intelligence Group, a strategy, process improvement and technology consulting company. He is also a CPA, has served as an Adjunct Professor in Pepperdine's Management MBA program, an Associate Professor at California Lutheran University, and on the boards of numerous professional organizations. Mr. Wood is a sought after presenter of HELIX workshops and seminars in both the U.S. and Europe.

  Agile   PMO  

Has your organization ever considered transforming its PMO into an AMO—an agile management office?

As a former CEO and CIO, the question that first comes to my mind is, “Why?” Is the rationale that agile is “better” no matter what its form? Is it because our current PMO isn’t effective or sustainable? Are we in search of a solution to a problem, or a problem in search for a solution? Would the transformation process result in a simple repackaging of what exists, or one in substantive value being added to the way the organization manages and deploys its project assets?

To better understand if transitioning to an AMO is right for an organization, it makes sense to understand the underlying motivations and benefits. To make sure we are all on the same page, let’s start by defining what a project-focused AMO is. In the context of managing projects, an AMO is an organization that embodies and adapts agile principles and practices such as…

• Short feedback loops
• Rapid iteration cycles
• Cross-functional collaboration
• Frequent delivery of value

…to the way it manages and deploys its project assets. The AMO provides visibility into projects and processes across the organization, with the goal of enabling faster decision making and better alignment with the organization’s goals and objectives, stakeholders,…

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