April 10, 2018

PMO as change agent!

Category: Agile, Management, PMO, Program Management, Project Management — David @ 5:44 pm

Agile PMO as Change Agent

I wonder what the challenges of PMO and (Agile) change management are! Some of our experienced PMO leaders think that one failure of (Agile) change management is to couple scrum master and project managers responsibilities into one role! Most of practitioners confess this as a major challenge of Agile transformation in organizations. A project manager is usually responsible for all aspects of the project; planning, scope, schedules, staffing, budget, etc. At the extreme end some project managers are even responsible for Profit and Loss (P&L)! Scrum master is a tactical (coaching) role to increase value creation of the team while training them to become a unit that creates value streams. Scrum master is a servant leader who leads by example. On the other hand, a product owner become the product’s visionary (for goal setting), with some responsibilities of a product manager.

With almost the same catch-all, the responsibilities of a program manager (in some instances) are blurred! In most enterprises project managers climb the ladder of their career, being promoted within their department. They are then asked to handle other aspects of their function, and hence are called program managers!

Agile on the other hand is the mindset, it is a way of doing things, it is not a process or set rules to do things. Agile is not bound to a given process or set of activities, rather it is a way of life! We learn if and when we do something; learn from our failure and use the lessons-learned on our next approach, and this has been how human grows old.

The PMO on the other hand has to decide and propagate the direction of programs. Some (of our) practice indicates that in certain organizations senior (and executive) mangers have high level view of how events go through their organization, while each of sub-mangers know how to handle their responsibilities in their area. Then they (the sub-managers) too, do not know how (exactly) matters move through the company! Hence the PMO shall come up with the philosophy, tools and directions to direct PMs to execute their assignments using ways that they succeed. Dysfunctions apart, the role of a PM is to be “in charge” of the (success of) project; planning, staffing, budgeting, tasks, etc. The scope of “in charge” in many cases does not include P&L, or the business success (or leadership). PMO, even though a bit clouded, is the overall owner of successful processes, tools, metrics, guidance, and practices of projects in different area and expertise. These obligations enforces PMO members to utilize any framework that leads to success. Consequently PMO members in general define how PMO (at least in a given organization) is reputed. From enterprise level - with many concurrent projects of various technical and business nature, PMO members define and lead organizational value creation processes, thus we shall incorporate re-usability and scalability of “lean Agile mindset” and promote it as a cultural change towards triumph.

Upward and Forward,
David Bakhtnia