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Topics: Agile, PMO, Scrum
What is an Agile PMO?
Network:991



In the "old" days, everybody talked about 3 kinds of PMO: supportive, directive and controlling.In my recent experience I found that most PMOs become a one man show with the only responsibility to provide a consolidated report.
What do you think that a PMO should look like in an Agile Enterprise?
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Network:54



I believe the main PMO role in such an enterprise would be to keep the professional communities alive. This would ensure Agile philosophy understanding and reveal what s not working and must be corrected. Of course the same PMO should watch over templates, good practices guides, opportunities for training, development and so on.
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1 reply by Stelian ROMAN
Mar 19, 2019 3:36 PM
Stelian ROMAN
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Thank you Anca. I agree that regardless the title the PMO should become a centre of excellence, a knowledge repository or at least a facilitator of knowledge sharing.
Interesting your thought about templates. In principle that's a lean technique that can impact agility but I believe that in practice templates can be very useful, especially if they are adapted by teams as part of the retrospectives.
Network:1398



Depends on what is defined as the mandate for that PMO...
Network:241



At it's best, a PMO in an agile organization can support empowered development teams by coordinating efforts across the organization and taking the burden of managerial overhead off the people doing the work.

At it's worst, a PMO would mandate that those teams spend precious development time on arbitrary templates and reports in order to ease the burden of managerial overhead off the people doing the management. A really bad PMO would also demand detailed gantt charts for new products with a high degree of uncertainty, then skip all the iteration reviews and planning meetings, and later insist that teams are low-performing when they adapt to new information and deviate from their project plan.
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1 reply by Stelian ROMAN
Mar 19, 2019 3:33 PM
Stelian ROMAN
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Thanks Wade. I am not sure that the one-man-show PMO can take the burden of the managerial overhead but it's a good idea
I fully agree with the danger of perpetuating the bad habits that impact even the planned approach, like meaningless reporting, removing agility, especially the self organising aspect from frameworks.
That's one reason for having good metrics.
Network:991



Mar 19, 2019 9:30 AM
Replying to Wade Harshman
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At it's best, a PMO in an agile organization can support empowered development teams by coordinating efforts across the organization and taking the burden of managerial overhead off the people doing the work.

At it's worst, a PMO would mandate that those teams spend precious development time on arbitrary templates and reports in order to ease the burden of managerial overhead off the people doing the management. A really bad PMO would also demand detailed gantt charts for new products with a high degree of uncertainty, then skip all the iteration reviews and planning meetings, and later insist that teams are low-performing when they adapt to new information and deviate from their project plan.
Thanks Wade. I am not sure that the one-man-show PMO can take the burden of the managerial overhead but it's a good idea
I fully agree with the danger of perpetuating the bad habits that impact even the planned approach, like meaningless reporting, removing agility, especially the self organising aspect from frameworks.
That's one reason for having good metrics.
Network:991



Mar 19, 2019 4:39 AM
Replying to anca stefanescu
...
I believe the main PMO role in such an enterprise would be to keep the professional communities alive. This would ensure Agile philosophy understanding and reveal what s not working and must be corrected. Of course the same PMO should watch over templates, good practices guides, opportunities for training, development and so on.
Thank you Anca. I agree that regardless the title the PMO should become a centre of excellence, a knowledge repository or at least a facilitator of knowledge sharing.
Interesting your thought about templates. In principle that's a lean technique that can impact agility but I believe that in practice templates can be very useful, especially if they are adapted by teams as part of the retrospectives.

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