I recently presented on Agile Project Management Offices at Canheit 2018 at the lovely Simon Fraser University Campus in Burnaby. The conference was extremely well-organized and had many great sessions. The only complaint I have is that there was no bacon, but that is a small point. 🙂
In putting together my presentation, I had a to think about what makes a PMO Agile? We all know what makes a Project Agile, but how did that translate to the PMO? To further complicate the matter there are different types of PMOs. There are PMOs that deliver templates, those that dictate a methodology, those that provide a Career Centre for wayward Project Managers, and others that try to do all of these things.
I’ve always felt that an Agile Project at its heart does three things:
- Provides Brutal Visibility
- Minimizes Inventory
- Uses the Brutal Visibility and Minimize Inventory to deliver more value
On first blush, those factors translated pretty well to an Agile PMO. But I still had to ask myself how did the Agile PMO deliver more value? I looked at Agile Projects again and how do they deliver more value? The one word that kept popping in my mind was that Agile Projects use Brutal Visibility and Minimal Inventory to Pivot or change the direction of the project. More important than that, the Brutal Visibility and Minimal Inventory allow the Pivot to be done in ‘an informed manner with limited waste’.
So ultimately I felt Agile Projects or Agile PMOs do three things:
- Provide Brutal Visibility
- Minimize Inventory
- Pivot in an Informed Manner with Minimal Waste
So for projects, this means Pivoting to allow the scheduling/trading/exchanging of features to deliver the most value.
For a Project Management Office, these means Pivotting to allow for the scheduling/trading/exchanging of projects to deliver the most value. And for Project Management Offices this means understanding the best way to allocate people and budget to the work required. In my expeience, budget is far easier to allocate than people with the team dynamics and role mixtures that are required on a project.
Sadly, most Project Management Offices struggle with Resource Management and manage resources in a series of Excel Spreadsheets that are usually out of date by at least a couple of months. When Project pivot decisions are required, the Project Management Office is guessing at people’s true allocation. More importantly, the Resource Management system usually doesn’t track actual hours that would indicate the leading edge of problems on projects.
To be a true Agile PMO, a Resource Management system must be used where your Resource allocation is current and the ability to Pivot exists every day. We recently implemented a Resource Management solution and the data being generated/captured is just showing how impactful it can be.
Now how many of our Project Management Offices could be considered truly Agile?