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Lavetta -
This is something which Scott Ambler (amongst others) has suggested for a while. Here's an article he'd written within this community about the subject: https://www.projectmanagement.com/blog-pos...offices--pmos-- My perspective is that picking the right name for a group is important but it is more important that it is perceived by key stakeholders as creating or supporting the creation of value, otherwise it is a VMO in name only and is likely not long for this world... Kiron 
Rami Kaibni
 Community Champion
Lavetta, while I do hear your point of view, I am not sure I totally agree with your statement about PMO's not fitting the bill anymore because the main focus of PMOs should be delivering value to the clients amongst other responsibilities so your Value Delivery should be built within your PMO and a VMO is just one piece of the PMO puzzle.
Most of what I've read/studied about VMOs tie them closely to SAFe and Lean Portfolio Management (LPM). Even when they don't specifically say SAFe or LPM, they've described processes typically associated with SAFe and LPM. While I do see value in working toward a VMO (pun intended), I've worked for and know people who work for companies that, well, let's just say they have more work to do than the discipline they'll need to get there.
If you define a VMO as a hybrid PMO that is empowered to monitor value realization, call for action when value is not being realized as expected, and has engaged leadership, I'd say that there are companies doing this, but I couldn't say how many or how well. However, this is a somewhat different definition of a VMO than that used in SAFe. A single definition, or foundation to start from, that doesn't require a company to transform to SAFe to have a VMO would be needed if you wanted more companies to have a VMO. 
It's important to note that the transition from a traditional PMO to a VMO involves cultural and mindset shifts, not just procedural changes. Organizations need to be ready to embrace a more dynamic and adaptive approach to project and value management. As the industry evolves, different organizations may adopt various models that best suit their needs, combining elements of traditional project management, agile methodologies, and value-driven approaches. The key is to remain responsive to the evolving demands of the business environment and to continuously seek ways to enhance the delivery of value to customers and stakeholders. 
Sergio Luis Conte
Helping to create solutions for everyone| Worldwide based Organizations
Buenos Aires, Argentina
I agree with my "discussion-mates" here. I was in charge to change PMOs to VMOs when I was in charge to implement SAFe. The key is to understand that we are delivering solutions, where solution is equal to "the thing" to be created plus "the way" to create it. Then, usually, in VMOs you will find business analyst and project managers together that work trying to get the maximun benefit from value streams. But that is not new. That´s outside there from long time ago. So, in my case, everything started with creating value streams (not development value streams only like in SAFe) and after that define the best architecture to create VMOs.
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1 reply by Sanjiv Augustine
Feb 08, 2024 8:57 AM
Sanjiv Augustine
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Sergio, you are absolutely right in that none of this is new, and long predates SAFe.Here's is link to our original paper from 2006: http://davidfrico.com/augustine06.pdf. In fact our concept of the Lean-Agile PMO was incorporated into earlier versions of SAFe. Neither the Lean-Agile PMO nor the Agile VMO belong to SAFe. 
Keith Novak
Tukwila, Wa, USA
I agree with Sergio. I currently work on a large program where value is created in various ways in addition to projects. We have Value Stream Teams that include representatives from many elements of the value stream including traditional projects, improvements implemented without projects or through more agile approaches, employee development, process and tool changes, etc.
The teams work together to prioritize our efforts on where we think we can get the most value whether or not the delivery approach involves launching a project. 
Sanjiv Augustine
Alexandria, Va, USA
Hello All
Framework Neutrality: The Agile VMO approach is designed to be framework-neutral. While it complements various agile methodologies, including SAFe, LeSS, DA, and others, it is not inherently tied to any of them. The core principle of the VMO is to facilitate strategic agility, lean portfolio management, and adaptive governance across any organization, leveraging the best aspects of various frameworks to suit specific organizational contexts and goals. Original Authorship: I am the original author of the Agile VMO concept. My coauthor in this field, Roland Cuellar sadly passed away in 2021. Roland and I regularly published work on the Lean-Agile PMO (evolved to the VMO), dating back to 2006. The development of the VMO was driven by the need to evolve traditional PMO models towards a more value-centric and agile approach, focusing on delivering tangible business outcomes rather than merely overseeing project completion. This initiative was independent of any specific agile framework, reflecting a broader understanding of agility and value delivery in organizations.
I hope this clarifies the origins and intentions behind the Agile VMO. It's a framework-agnostic approach designed to enhance agility and value delivery across any organization, independent of the specific methodologies employed.
Sanjiv Augustine
Alexandria, Va, USA
Dec 20, 2023 6:16 AM
Replying to Sergio Luis Conte
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I agree with my "discussion-mates" here. I was in charge to change PMOs to VMOs when I was in charge to implement SAFe. The key is to understand that we are delivering solutions, where solution is equal to "the thing" to be created plus "the way" to create it. Then, usually, in VMOs you will find business analyst and project managers together that work trying to get the maximun benefit from value streams. But that is not new. That´s outside there from long time ago. So, in my case, everything started with creating value streams (not development value streams only like in SAFe) and after that define the best architecture to create VMOs.
Here's is link to our original paper from 2006: http://davidfrico.com/augustine06.pdf. In fact our concept of the Lean-Agile PMO was incorporated into earlier versions of SAFe. Neither the Lean-Agile PMO nor the Agile VMO belong to SAFe. |
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