![]() ![]() Since the sponsors and product owners belong to the team and meet on a regular basis (in some cases daily), corrective actions can be performed when required (via Executive daily scrums).ĭocumentation is reflected in lightweight representations such as mock up screens, not necessarily a Word document. Documentation is required as sponsor and business owner will be less engaged in the project.Īgile PMO The very high level business case will be developed with the extended team (including development team and management), therefore only lightweight documentation is required. the person who wrote the document thought of all the requirements. Traditional PMO Business cases and detailed project plans will be created in form of documentation as a means of governance and justification e.g. As agile PMO are close to customer and project teams they can track the benefits on the go. They typically use a lean or business model canvas, form hypothesis to benefit to results. Organizations, which follow an agile approach tend to focus on benefits and measurements from the beginning. Reporting and tracking of outcomes once the project has been deployed is hardly done.Īgile PMO Agile PMO focus on measurements and benefits. ![]() Many PMO do the post completion evaluation but the metrics, measurements or baselines are hardly included early in business case. Traditional PMO Not many traditional PMO measure the benefits. The importance here is that the team is pulling the work and not overloading its team members. This often results in productive loss of individuals, delay of project outcomes and therefore delay in business benefit realization.Īgile PMO The work is based on the number of resources available and not on the number of projects. Sometimes an individual resource can be assigned to multiple projects at the same time. Traditional PMO PMO organizations struggle with having more projects underway than resource capacity to do the actual work. Decision making is distributed and not centralized anymore, which requires a high level of communication, trust and accountability.Corrective actions will be taken accordingly Planning will be done on a regular basis and the current situation and market will be analyzed.However, the roadmap on how to get there will be adjusted during the year In an agile organization the strategy, goals and targets are set.Traditional PMO Centralized annual planning is performed yearly and only adjusted if something major happens. Risks, cross-project impacts, and dependencies are integrated planning sessions without formal governance board review.Regular product demonstrations at both the program and project levels take the place of traditional phase-gate governance reviews, freeing teams to rapidly release functionality without requiring formal approval Governance performed through daily stand-ups, Scrum of Scrums, ‘Project walls’ and Leadership Boards.Information is aggregated and might be delayed, depending on the reporting cycle (e.g. Traditional PMO Governance is performed through project status reporting of milestones and deliverables etc. This includes, for example, standardized resource management.Īgile PMO An agile PMO can orchestrate the work planning process, facilitating coordination among agile delivery teams. Traditional PMO The PMO is also responsible for coordinating the different projects and their project managers. Also monitor the progress of working software. Agile PMO can monitor velocity to monitor the performance. Tracks progress by comparing completed work to actual baseline plan.Īgile PMO Monitor agile team’s work ,delivered in terms of “story points,” completed during each sprint, known as “velocity”. Traditional PMO Controls process through regular meetings, sets plan. This is seeing the rise of the Agile PMO – but how is the Agile PMO different to the Traditional PMO that has dominated the programme and project management scene for years? Ziad Zakaria and Khan Legari from Deloitte on the key differences. In today's disruptive environment, project management offices need to be just agile as the organisation around them. ![]()
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