It typically appears that a lean, agile development environment will constantly be at odds with the structure and constraints of the PMO. But it does not need to be this way. The agile PMO can bridge the gap among these two very crucial groups and aid organisations to execute projects much more successfully. Even though it does need a bit of alter management, it can be not as impossible as it seems and also the positive aspects far outweigh the effort. Initial, let’s look at the skills and strengths that each and every team brings to the table.
The Benefits of Agile
Agile development has exploded in recent years for several factors. For 1 thing, it encourages constant communication with customers all through the development procedure, which helps to minimise scope creep. I recently spoke with an executive at a nicely recognized monetary institution who believes that this is one of the key rewards of agile. It allows consumer advocates to see what you might be developing quite early inside the cycle, and it is possible to then right as necessary just before it is too late. This also enables companies to adapt themselves to the needs of the market really quickly. In a 2008 article, “The Agile PMO Role,” Tamara Sulaiman asserted that “agile teams are cross-functional, self organising and self managing.” 2 With characteristics like these, it is not tough to see how agile development teams may be extremely effective.
The Rewards of the PMO
Likewise, the PMO brings considerable positive aspects to the organisation. Its primary focus is on metrics and progress tracking, that are essential components of profitable project execution. It may also help facilitate communication in between developers, project managers and executives.
Although the agile worker is concerned primarily with innovation and quick delivery, the PMO can help to maintain the rest of the organisation informed as to what is going on. Scope modifications, delays or good quality issues can arise at any time, and when they do, they must be communicated to all the stakeholders to ensure that they are able to revise timelines and adjust their expectations.
Furthermore, standard PMBOK methodologies (e.g. compliance management) are frequently a lot more successful at managing corporate initiatives than other methods. The executive at a significant grocery store chain once told me that in his business, it’s necessary to meet deadlines and not allow any deviation from scope from a legal standpoint. While agile is all about discovery – discovery of what the consumer truly wants also as the discovery of what exactly is feasible – it doesn’t always meet the requirements of project-oriented organisations with certain requirements. For those who have to meet a new HIPAA regulation immediately, you don’t have much use for discovery. This is where the PMO can assist probably the most.
The Value of Working Together
Combining the strengths of these two groups is a strategic move which will aid organisations reach new heights of profitability that they never thought doable. Project risk might be a lot more efficiently managed when the PMO is keeping an eye on points, and agile teams can attain greater levels of transparency than before. In addition, the PMO can benefit from increased flexibility and dialogue with the customer, not to mention the fact that they are going to have much more time to focus on their leadership role.
Agile methodologies totally free the project manager from the drudgery of being a taskmaster thereby enabling the project manager to focus on being a leader – a person who keeps the spotlight on the vision, who inspires the team, who promotes teamwork and collaboration, who champions the project and removes obstacles to progress.
Steps Towards an Agile PMO
One of the finest methods to obtain two diverse teams to work together is to highlight their similarities as opposed to their differences. Think it or not, the agile team as well as the PMO do have items in common. For one, they’re both thinking about prioritising projects to ensure that the organisation is investing in the proper ones. Even as the economy improves, this is something that organisations ought to continue to do, and both agile teams and project managers can work together to obtain it.
In terms of a difference of opinion, compromise is necessary. Making an agile PMO inside your organisation will take a bit of diplomacy and mediation. The executive I spoke to at the aforementioned monetary institution warns, “Don’t be pure PMI or pure agile.” Rather, find ways to get each team to give just a little ground. Agile developers may possibly compromise by tracking their time to job so that you can maintain the PMO updated on their progress. At the same time, project managers can compromise by becoming flexible and willing to update plans and schedules as essential. If the organisation uses a project tracking answer, a function request module could be specifically helpful by providing a mutual feedback loop.
Organisations can genuinely benefit from the agile PMO if they are willing to put in a little effort to make it succeed. The right management processes like open discussion and compromise will enable managers to capitalise on the strengths of each group, resulting in successful project execution and increased ROI.