May 7, 2017

PMO Topics with Active Dialogue

Category: Agile, Management, PMO, Program Management, Project Management — David @ 2:58 pm

Last month we had another active dialogue concerning persistent (or otherwise urgent) issues with our projects and programs leads to best practices after a knowledge sharing conversation.

Below is a highlight of items we discussed at our April PMO meeting of PMI-Silicon Valley chapter. Contributors are senior expert matters sharing their best practices regarding (technical/functional/business) PMO and Program Management issues and success stories.

  • Understanding Agile processes as a guideline, and optimizing the golden triangle (of Scope, Schedule, and Cost) of project management to optimize outcome as value-add to our organization.
  • How PMO can add value to smaller organization where C-Suite and managers are working shoulder to shoulder?
  • Engage upper management to buy their influence, especially in a scrum (creating product backlog, backlog building/grooming, etc.) if possible. Create engagement and visibility.
  • Once executives are present and engaged, the processes would increase conversion factors = trust.
  • Concentrate on the results than methodology of doing how; action builds trust, that builds value-add.
  • Remember that in Agile method everyone shall see the process and org. based collaboration and creates value.
  • Involving C-level at project/program level makes that project/program a strategic value-add.
April 9, 2017

Knowledge Sharing Among PMO Members

Category: Agile, Management, PMO, Program Management, Project Management — David @ 2:38 pm

Dynamic discussion regarding PMO and pressing issues leads to practical knowledge sharing.

Below is a short snippet of items discussed at our past PMO meeting of PMI-Silicon Valley chapter where participants shared their views and experience regarding PMO and (technical/functional/business) Program Management issues and success stories.

  • PMO contribution to executive committee consists of strategic setting of capital/budget of programs, programs benefit definition, and mobilization plan and report (to upper management) REF1. PMO also shall plan/conduct rescue plans (for various scenarios) REF2.
  • PMO deals with business cases much more (and in higher level) than they oversee the requirements.
  • PMOs provide check list of healthy metrics, hidden problem corners, while they do not have ownership, they keep track of the health of projects and programs with guideline to move from “range” to “green” health lines. Online search of these issues would lead to hundreds of useful resources.
  • What brings people to PMO meetings? We talk about different projects/programs and their health.
  • PMO acts as a diplomat in real life, especially with respect to customer-facing programs.
  • PMOs do not have a fixed ID in different organizations (consult PMO member of i.e. PG&E, Kaiser, Salesforce and cross-reference their input!)
  • PMOs are more fit to waterfall method than Agile, as for instance, there is no start-end in scrum setting! However, one may argue that PMO can help to streamline other Agile driven methods (like Kanban or Lean Manufacturing).

REF1: More on this can be found on IBM’s developer Works

REF2: More on rescue plans of PMO are available on Top-10 PMO Tips and other resources such as “Business Driven PMO Setup” and “Rescuing the Problem Project