The PMO in an Agile Environment
1.0 Introduction
Project Management Offices only exist within organizations that follow very structured, formalized methodologies. At least this is the information that we are provided or is accepted as a common belief. In many cases, this is indeed the case. In an Agile environment, the speed at which things occur can be very quick and is more concentrated on successful outcomes instead of worrying about bureaucratic red tape, which is normally the staple of the PMO, which tend to slow things up. This does not have to be the case. The PMO does not have to only operate in environments with a pure waterfall lifecycle. It can easily operate well within incremental lifecycles such as agile. Each lifecycle is different but they all still require governance, controls and quality of standards to be maintained which is managed by the PMO. With this in mind, it begs the question, “What are the challenges faced by the PMO when working with Project Managers and development teams in an agile environment?”
2.0 Issue Detail
2.1 Description
There has been much written about the benefits of an agile development environment and it is recognized that agile teams deliver higher quality results more consistently and faster that those following traditional methodologies. The role of the PMO in this agile world has been very much absent in many conversations. This lack of inclusion is primarily because of the historic definitions and understanding of the different roles of a standard project. Development teams often see the PMO as a bureaucratic team that create barriers instead of providing support despite the fact that the PMO is critical in playing an important role in the managing of expectations for a broader audience. All of the members, the development team, project managers and the PMO share a common goal. They want to deliver projects and application that are accepted as successes but often times their methods seem to interfere with each other. As mentioned
Project Management Offices only exist within organizations that follow very structured, formalized methodologies. At least this is the information that we are provided or is accepted as a common belief. In many cases, this is indeed the case. In an Agile environment, the speed at which things occur can be very quick and is more concentrated on successful outcomes instead of worrying about bureaucratic red tape, which is normally the staple of the PMO, which tend to slow things up. This does not have to be the case. The PMO does not have to only operate in environments with a pure waterfall lifecycle. It can easily operate well within incremental lifecycles such as agile. Each lifecycle is different but they all still require governance, controls and quality of standards to be maintained which is managed by the PMO. With this in mind, it begs the question, “What are the challenges faced by the PMO when working with Project Managers and development teams in an agile environment?”
2.0 Issue Detail
2.1 Description
There has been much written about the benefits of an agile development environment and it is recognized that agile teams deliver higher quality results more consistently and faster that those following traditional methodologies. The role of the PMO in this agile world has been very much absent in many conversations. This lack of inclusion is primarily because of the historic definitions and understanding of the different roles of a standard project. Development teams often see the PMO as a bureaucratic team that create barriers instead of providing support despite the fact that the PMO is critical in playing an important role in the managing of expectations for a broader audience. All of the members, the development team, project managers and the PMO share a common goal. They want to deliver projects and application that are accepted as successes but often times their methods seem to interfere with each other. As mentioned
References: 1 Margo Visitacion with Mike Gilpin, Adam Knoll, "The State of the PMO”, 3 August 2011, (http://www.forrester.com/The+State+Of+The+PMO+In+2011/fulltext/-/E-RES60102) 2 “The State of the PMO 2010: A PM Solutions Research Report,” Project Management Solutions (http://www.pmsolutions.com/collateral/research/State%20of%20the%20PMO%202010%20Research%20Report.pdf). 3 “PMO’s Don’t Work Within Agile Organizations… Do They?”, HarmonyPMO, (http://harmonypmo.com/insights/pmo%E2%80%99s-don%E2%80%99t-work-within-agile-organisations%E2%80%A6-do-they/). 4 Andrew Buck, “The Agile PMO”, (http://programmedevelopment.com/public/uploads/files/agile_pmo_-_fact_or_fiction.pdf)