Many organisations use a combination of agile and traditional projects. To provide governance and oversight in this situation we have engineered a new type of PMO; the Lean-Agile PMO. The Lean-Agile PMO is designed to provide senior executives with the assurance that the change investment portfolio is being well managed. The objectives broadly are to launch the right projects, at the right time and to make sure they succeed. The goals of the Lean-Agile PMO breakdown broadly into six areas;
- Enabling both agile and traditional projects to deliver faster,
- Coaching and acting to stop “problem” projects and programmes,
- Efficient agile management of the portfolio,
- Emphasis on business case and benefits delivery,
- Buffers the teams from the less agile parts of the organisation,
- The provision of reassurance to Stakeholders.
Like agile, we deliver results early and test that the solution delivered meets the organisational requirements. We have found the Lean-Agile PMO delivers the following value:
- Measurable faster project completion with agile and waterfall delivery methods.
- Projects with lower Risk profiles resulting in a greater probability of success
- Cross-project dependency management facilitating rapid delivery and Dev Ops
- Fewer projects running in Red and Amber status.
- Greater emphasis on project benefits and realisation
- Delighted stakeholders as the PMO services meet their needs.
Making the cultural change to introduce the Lean-Agile PMO is a non-trivial task. Significant bridges have to be built with senior management and the change management communities. We recommend the use of an eight-stage change process:
- Understand the business needs,
- Plan research for on-going improvement,
- Have a multi-disciplined team to design, build and operate the service,
- Build out the services using agile methods,
- Iterate and improve frequently,
- Evaluate how tools and systems may improve efficiency,
- Test and learn,
- Produce KPIs in order to illustrate progress
- Explain, outline the new PMO target operating model.