Agile PMO

Agile Reporting and Metrics

We start off with some individual project reporting and the common reports you are likely to create. We spent some time looking at some examples and actually reading those, understanding what the graphs are actually telling us. Most of these reports are based on SCRUM so you'll find mentioned here burndowns, velocity, burnups etc The second part of the session turned to the reporting and metrics that happen at the portfolio and more strategic levels. We looked at strategy and investment funding; reporting at a portfolio level and looked at OKRs - which are commonly used in scaled agile. The session also touched on value streams.
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Lean Governance

We continue the Agile PMO Super Series with a focus on Lean Governance as requested by the members. If there's one thing you need to know about Lean Governance it's this - there is no one authority on what lean governance is and how it works. On that basis then, what should the PMO be doing?
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Agile PMO Super Series – We Can’t Just Add an A to PMO

We decided to start the Agile PMO Super Series because there is so much that PMOs today are trying to understand and work out the best approach for their organisations. Ever since we did the first PMO Flashmob session on Agile PMO back in 2014, we've been on a quest to keep up to date with what has been happening in the real world and sharing that with the members. The Agile PMO Super Series is six sessions over six months - and the audience picks what they want the sessions to be about. Matthew hosts the sessions (he's our lodger in the gym) and in this first one he wanted to make sure the scene was set - what is an Agile PMO, and what it isn't.
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The Value Management Office

There's a new book available for PMO practitioners - especially those that are interested in the Agile approaches to delivering change. From PMO to VMO: Managing for Change Delivery has been authored by Sanjiv Augustine, Roland Cuellar and Audrey Scheere - all three work for an agile transformation firm in the US called Lithespeed. The book focuses on the areas that businesses need to focus on to ensure a smoother journey to realising business agility in their operations. They call out seven specific areas (see below) with one being the Agile Value Management Office (VMO) If you've been following the sessions we've done already on Agile and DevOps you will already be familiar with some of the concepts such as 'value streams' and 'flow'. You'll also see addressed in this session areas such as adaptive planning and the problems around funding cycles. If your organisation are looking at an agile transformation and the PMO wants to understand more about what this actually means and what could be expected of the PMO, the book is a nice introduction to the topic.
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PMO Models and Resourcing

We really love listening to other PMO practitioners' experiences and we know many of our members do too. In this session, we listen to Gary Heath, a long time supporter of House of PMO and luckily for us, vastly experienced in PMO. As he says in his opening introduction, he's worked in pretty much any type of role, for example, permanent, contractor, fixed-term, consultant, associate - you name it he's done it. In this session, Gary talks about the different types of resourcing for the PMO plus he reflects over his 20+ year career in PMO to bring different insights to the different types of PMO models out there. What's refreshing to hear in this session is how Gary is still learning too. He touches on the evolving scaled delivery models and something called the Lean PMO has he continues to research the impact Agile delivery is having on PMOs, and what the future might hold. A great session for anyone at any level in the PMO - it's always interesting to hear how other practitioners have managed their careers and the insights they've learnt along the way.
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Agile PMO Coffee

In this session, we invited three panellists to join us - each with considerable experience in Agile PMOs. View the recorded session, read the highlights and summary with questions from the audience.
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Why Agile Transformations Fail – Insights from NatWest

I listened into a Planview conference for their clients a few weeks back and picked up on a session from NatWest about their agile transformation. An agile transformation for NatWest is all about business agility at an organisation level - changing the way things get done at all levels across the business. With over 50,000 people working for - what was Royal Bank of Scotland (RBS) - the bank, it's safe to say their transformation would face challenges and in some cases failure. In this article, we share the insights from the session (unfortunately the recording can't be shared) and reflect on what role the PMO could provide in supporting an enterprise-wide agile transformation programme like this. The session was led by the Head of Change CoE and in it, three failures were shared with lots of lessons learnt.
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DevOps and the PMO – Supporting Continuous Delivery

DevOps is a combination of software development (Dev) and IT operations (Ops) and is focused on continuous delivery. An example would be an ever-evolving financial or business app – there is no end date as such. Another way of looking at it is not so much project management as product management. DevOps is not an area that PMO Flashmob has explored in any great detail but we have so many questions. What are the differences between project and product management? What challenges are there with DevOps work and teams? What are some of the main areas the PMO needs to be thinking about if we are to support DevOps teams and work? What stays the same and what changes in the PMO?
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