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The Role of the PMO in an Agile Organisation: What Does It Look Like?

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The role of the PMO in an Agile Organisation is a topic that is often debated. Some people believe that the PMO should be disbanded in favour of a more Agile way of working, while others think that the PMO has an important role to play in supporting and guiding the organisation through its transition to Agile. In this blog post, we will explore both sides of the argument and try to come to a conclusion about what the role of the PMO should be in an Agile Organisation.

 

Let’s start by looking at the arguments for disbanding the PMO. The most common argument is that the PMO is no longer needed because agile teams are self-organising and self-managing and the agile teams are able to delivery their projects without the need for centralised control or coordination. This argument also states that agile teams do not need project managers, as they are able to manage themselves. Therefore, the role of the PMO should be redundant in an agile organisation.

 

However, there are also arguments for keeping the PMO in an agile organisation. The most common argument is that the PMO can provide valuable support and guidance to agile teams. The PMO can help agile teams to stay on track and deliver their projects successfully. The PMO can also help to coordinate agile teams, making sure that they are working together effectively. In addition, the PMO can provide training and development opportunities for agile team members.



The first question we need to answer is: What is the PMO? The Project Management Office (PMO) is a team or department within an organisation that is responsible for the management of projects. This includes everything from initiation and planning, to execution and monitoring, to closure and review. The PMO provides support and guidance to project teams, helping them to deliver their projects on time, within budget, and to the required quality standards.

 

An Agile project management office (PMO) is a new variation on project management approaches. Its goal is to conform to our changing requirements and the environment around us in ways that a traditional PMO just cannot. Although many of the aims are the same, an Agile PMO makes projects more adjustable than traditional approaches.

The main distinction between a traditional and an Agile PMO include:

  • Distributed management and planning
  • Resource allocation and flexible budgeting
  • A workflow check-and-balance mechanism that speeds up progression.
  • support with and find solutions for particular problems, such planning or resource allocation. (And bring stalled projects or underperforming teams back on track.)
  • Assist project managers in developing a business case or in selecting the appropriate technique for their project.
  • Make it easier for stakeholders to collaborate and communicate, ensuring that everyone is on the same page.
  • To ensure that project managers develop the necessary abilities, mentor and train them.

 

So, what is the conclusion? The role of the PMO in an agile organisation is a topic that is still being debated. There are arguments for both disbanding the PMO and keeping it in place. Ultimately, the decision will come down to what works best for your organisation. If you think that the PMO can provide valuable support and guidance to your agile teams, then it is worth keeping it in place. However, if you think that the agile teams can manage themselves without the need for centralised control, then you may want to consider disbanding the PMO. Whichever decision you make, make sure that you communicate it clearly to all stakeholders. Only then will everyone be able to work together effectively towards a common goal.

 

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