It is all about value – and no, documents don’t provide it; PMO focus on strategic resources, Agile provides the local empirical leadership; PMO perception change – being the good guys; How many of you manage a PMO or have a PMO in the organization Have you seen failures? What are the challenges? What makes a PMO – Agile? Yes we have a PMO in the organization and…

1. The Agile PMO – value driven
Agile Project Management
Office
Agile – the next Frontier
London, 9th October 2014
Michael Nir
President Sapir Consulting

2. Starting with the end in mind
• It is all about value – and no, documents don’t
provide it;
• PMO focus on strategic resources, Agile provides
the local empirical leadership;
• PMO perception change – being the good guys;

3. Michael Nir
• President @ Sapir Consulting - Business and management
• Author of 11 bestseller business books
• Global clients - telecoms, hi-tech, software development,
R&D environments and petrochemical & infrastructure
• Integrates the hard and soft parts of Business &
Development
• Hooked on mountain biking and travelling

4. Do you realize value from your PMO?
• How many of you manage a PMO or have a PMO
in the organization
• Have you seen failures? What are the
challenges?
• What makes a PMO – Agile?
• Yes we have a PMO in the organization and…
TRICKY QUESTIONS 

5. 50%

6. 5%

7. 30%

8. The numbers tell the story
RESEARCH
Gartner 2012
ESI 2013

9. How did we get here?
THE STORY OF PETE

10. The PMO charter
Build me a
PMO worthy
of Londec!
Yes
Master
THE STORY OF PETE

11. The first steps…
What to do?
Maybe some
research?
Analysis of Current
state?
Interviews?
I know…
THE STORY OF PETE

12. How did we get here?
PAIR ACTIVITY
Provide a
Mission / Vision
statement for a
PMO

13. The Mission
The mission of the Project Management Office
(PMO) is to provide an enterprise-wide approach
to identify, prioritize, and successfully execute a
technology portfolio of initiatives and projects
that are aligned with the Helsink strategic goals
and educational vision…
THE STORY OF PETE

14. I need a
Home
The Gap Analysis – Stakeholders
Worthy PMO
Strategic
Alignment
No Tools
No Tools
Training
Training
No Tools No Process
LEAD EXPECTATIONS

15. The Gap Analysis – Executives
Worthy PMO
Strategic
Alignment
I need Reports!
Better Control!
A methodology
NOW
LEAD EXPECTATIONS

16. PMOs lose focus – waste money
I need a
Staff
Pay me
a Lot!
I can
help
Maybe
Select
Tools
Training
Need
Assessment?
Support
the PMs
New
Reports
and
Templates
PMBOK?
PLC
KOTTER 8 STEP OF CHANGE LEADERSHIP

17. Three months – invest in?
What
Would
You Do?

18. Focus on form not value/return!
PMO FAILURES
• The tactical PMO
• The process PMO
• The chocking PMO
• The tools PMO
50%

19. Drowning in administration
TACTICAL PMO
• Super secretaries:
– Collect data
– Write down project plans
– Manage project issues
– Summarize meetings
Glamor of
being where
‘things
happen’ - on
top

20. Escaping from Process Alcatraz
PROCESS PMO
• ‘The bureaucracy is
expanding to meet the
needs of the expanding
bureaucracy’ (O. Wilde.)

21. The Unavoidable Crash
BITING TOO MUCH
Losing
Focus

22. Focusing on tools not on value
TOOLS TOOLS TOOLS
Starting with
tools -
Eternalizes
the wrong
WOW

23. The Strategic Value Driven PMO
PETE CHOOSES DIFFERENTLY
30%+5%

24. Increase return on investment
VALUE DRIVEN
5%

25. Why do we perform projects?
IT IS THE SIZE OF THE HOLES - SMART
Proper Mix
– Present &
Future
Not too
Heavy
Only
Strategic
resources
matter!

26. Strategic resource identification
NON STRATEGIC IS STILL IMPORTANT

27. Strategic decision rule - CCPM
GLOBAL RESOURCE MANAGEMENT VERTICAL RULE

28. Increase return on investment
VALUE DRIVEN
30%

29. 30% overhead Process & Scopes
NON VALUE ADDED
30%

30. Increased visibility reduce NVA
AGILE – AN APPROACH TO REDUCE OVERHEAD

31. 30%+5% =

32. Combine global and local
THE AGILE PMO
30%
5%

33. 30%+5% =
200%
The business as usual
PMO that does process &
reporting and waterfall
executed projects is
detrimental to
organization health
Kanban and Scrum
are partial bottom
up solutions

34. Value driven PMO
• Creating unified visibility and prioritization of
project and resource status – Kanban? 5%
• Analyze value added work 30%
• Interface with Agile teams, promote and let be.
OBJECTIVES

35. Interface with Agile teams
BIG GLOBAL CORPORATES

36. Interface with Agile teams
Generic IT departments

37. We’re not the bad guys  HUG
A PARADIGM SHIFT
http://www.pmhut.com/agile-pmo-a-new-hope

38. Project/
Resource
No guidelines Waterfall Agile Global + Local rule
Blue 11 15/11 19/11 15/11
White 7 7/3 16/7 3/3
Green 1 0/1 1/4 1/4
M/G 13 13/13 15/13 17/ 13
M/W 16 15/-5 7/16 16/16
Sum 48 50/23 58/51 52/47

41. 50%

42. 5%

43. 30%

44. Take Away
• Are we performing the right
projects? With strategic resource?
• In what way are we Agile?
• How do we change the
organizational perceptions of what
a PMO is?

45. Questions?
Thank You
Michael Nir
sapir@sapir-cs.com
www.sapir-cs.com
increase your return
from projects!