How to Make the Shift to an Agile PMO

By Cheryl McIntyre-Hall

Is there really such an entity as an Agile Project Management Office or is this a paradox?

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Traditionally, the primary role of the Project Management Office (PMO) is to foster good project delivery practices within an organisation - bridging strategy and execution to deliver portfolio and program benefits, through projects. But, perhaps, if we are to be brutally honest, and ask “Are our stakeholders (including our customers) satisfied with just ‘in-scope, on-time, on-budget’ delivery?” If we are truly honest with ourselves, in most cases, our responses would be ‘they are not’.

The reality, too, is that as more and more organisations focus on digital transformation strategies, Agile teams are springing up but it’s not always from within the PMO framework. What then of the existence of traditional PMOs, do we ‘kill’ them or do we transform our PMOs so that they are equipped to lead, from the front, any agile transformation?

So, where do we start in transforming our offices? Here are 6 simple steps that PMO leaders can use to help with a transition towards Agile.

1. Be Courageous

PMO leaders must be bold in stepping out and starting the journey, even amidst the opposition of some of their team members. As the saying goes ‘Be the change you want to see’. Though adoption may not be widespread in the initial stages, in demonstrating the success or the benefits of adopting an Agile framework, there will be gradual buy-in.

2. Skill Up

There is a myriad of training opportunities available globally. Seek out those that will not only expose your team to the Agile principles, but will also help you to start adapting a new mindset. Constantly cultivate the capabilities within your teams so that you can make real time adjustments, when you sense changes in the environment. 

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3. Shift the focus from Documentation and experiment with new tools

Discourage the need for a 25-page business case. Instead, make the shift to focus on value/benefits delivery. Be open to trying new tools or modifying existing processes for communication or approvals, etc.) that will enable speed in the space. After all, it is the benefit to customers and the value to the bottom line that has the most significance.

4. Take advantage of ready resources

We are in the information age which means there’s a multitude of resources available, on almost any topic. Conduct research and find these sources. Become conduits for continuous learning and development, providing the needed support to your team members and to the wider organisation. 

5. Strike the balance between “Rigor and Rigidity”

Duggal, in a paper written and presented at PMI® Global Congress 2009, explained that, in order: “To bring about the discipline you need the rigor of standards and processes, however the rigor can turn into rigidity that can restrict judgment and stifle creativity. On the one hand a major Project Management Organization (PMO) role is to establish rigor with a sound governance structure, on the other there is a demand for freedom and flexibility.”

Read the paper here.

6. Fine-tune, repeat and do it again

Gradually, use learnings and insights to guide you on how best to scale methodologies and governance structures based on size, complexity, scope and the business impact of the project. Always bear in mind, methodologies should be guides not “strait jackets”.

Change comes from within and mindset shift is the most critical pillar from which PMO transformation can successfully evolve.

What other steps would you include in this list? Which one of these steps resonate the most with you?