June 1-3, 2022 | Virtual
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I'm not sure that I'd reference this as a "new" framework any more as this research work is more than a decade old.
I would agree that the old model of a purely directive PMO is unlikely to be a good fit with most contexts. Rather, having PMOs as a catalyst for improving value delivery which implies significant interactions across all aspects of a value stream is more sustainable.
you are reading a lot of good books, looking at your posts here, and certainly Aubry/Hobbs are significant research authors for project management which I can recommend.
As to the suggested old and new role of a PMO, I do not see this in reality. Building my first PMO from 1995, it already was fully embedded in the governance structure and active part of the human network and also decision making structures. How else could it produce value? Same applies to my last PMO built 4 years ago.
I recommend as one of the first books on PMOs, by David Frame, 'The Project Office', from 1997, where you also find this stance. You will see not much has changed for PMOs in 25 years.
I agree with Kiron.
We live in an age where technology changes so quickly that we believe our thinking has changed at the same pace. For those who think agile is only twenty years old, I suggest you read A Passion for Excellence, by Peter Drucker and Nancy Austin.
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