In this talk, Ash will start by telling his story of how he turned from PMO sceptic to PMO champion within an Agile industry that is questioning the relevance of PMO in the modern day organisation. Ash will share how he sees PMO being at the heart of the organisation by blending the PMO function with agile, complexity and flow techniques to give you a glimpse of what he sees as the future for PMO. Ash will also add some tips about how organisations can start to implement some practical ideas and tips to arm delegates with ideas and concepts to both counter the ‘PMO is outdated’ idea which is becoming more and more common, particularly in the Agile community; as well as inspire you for your journey.

1. PMO, The Heart Of The Organization
Ash Sheikh: Ash@RobotSaysCulture.com
Flâneur / Puzzle Solver
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2. Who me? (in the field)

3. Who me? (my philosophy)

4. A journey
To PMO
Evangelist
From PMO
Skeptic

5. How PMO is viewed in the agile space

6. I promote self-managing organizations
enabled by autonomous teams

7. PMO is viewed as unnecessary bureaucracy

8. Orange Thinking - Machine & Management

9. Orange thinking lead to a “Predict & Control”
mindset

10. It’s Exhausting Being a Predict & Control PMO

11. Known Knowns, Known Unknowns, Unknowable
Unknowns: Predict & Control Vs. Sense & Respond

12. The story of a high profile merger

13. The story of a high profile merger

14. The story of a high profile merger
I was asked to advise on how best to
structure the new organization

15. The story of a high profile merger
Exec Team
Finance
Investment Review Board
Ops
PMO (Outdated)
Sales
Product Delivery Teams
Customer Innovation

16. The story of a high profile merger

17. The story of a high profile merger

18. The story of a high profile merger

19. PMO was set up to be reactive; we need to
switch it to be proactive

20. Organizations need to be flexible and
adaptable at speed to changing circumstances
Current Focus - Predict & Control
Firm Boundaries & Risk-Averse
Future Focus - Sense & Respond
Flexibility & Innovation
Consistency Vs Flexibility
Best Practice Vs Emergent Practice
Compliance Vs Responding to Change

21. PMO belongs at the heart of the modern,
flexible and adaptable organization

22. CIO.com: C-Level Survey
What the C-Level wants from PMO
68% of C-Level Execs surveyed feel that PMO is too
bureaucratic and stifles the business and innovation
57% want PMO to improve communication between
business units to drive prioritization and planning
50% want PMO to help them make data-driven trade-
offs to improve their adaptability to new demands

23. The Heart Metaphor
The heart has a regular beat
When the heart beats it
pumps blood around the
body

24. Decisions need trusted data

25. Decisions need connected/systemic data

26. PMO as the organizational “Heartbeat”
Regularly pumping trusted & connected data out

27. Stop being responsible for gathering the data

28. The Decision-Making Framework TM
Create a framework for
data which prioritizes
• Single Source of Truth
• Easy visualization of connected data

29. The Decision-Making Framework TM
Trusted & connected data turns localized
decisions into more valuable systemic based
decisions

30. The Decision-Making Framework TM
PMO to define the quality
standards for the data
entered into the
framework
Those in the organization take responsibility
for adhering to the data quality standards

31. The Decision-Making Framework TM
PMO takes responsibility
for maintaining the
framework itself, not for
entering the data into it

32. The Decision-Making Framework TM
The framework improves the speed and
quality of decisions across the organization

33. Decision-Making Framework TM Core Principles
All organizational decisions to be based on
data produced by the framework

34. Decision-Making Framework TM Core Principles
Fund Outcomes, not Projects
Enterprise-Wide upgrade of
Microsoft Office
Organization-wide initiative
to reduce admin by 10%Vs.

35. Decision-Making Framework TM Core Principles
Continuously measure the confidence levels
amongst all stakeholders that the expected
benefits from decisions made will be realized

36. Decision-Making Framework TM Core Principles
Kill projects often, celebrate failure and
reclaim the word FAIL

37. Decision-Making Framework TM Core Principles
View data in context, go to the place where
the data is generated

38. Decision-Making Framework TM Core Principles
Speak directly to, and regularly listen to, the
people who are affected by your decisions

39. Decision-Making Framework TM Core Principles
All activities which produce data outside of
the framework (data leaks) must be stopped
and brought within the framework

40. Decision-Making Framework TM Core Principles
The quality of data is non-negotiable and
becomes everyone’s responsibility and
Priority #1 across the organization

41. Decision-Making Framework TM Core Principles
There must be real consequences for people
not adhering to the data quality standards

42. PMO acts as conductor to our symphony of
data, adjusting the tempo and amplification

43. PMO belongs at the heart of the organization
Even if your organization is not Agile, you can
still benefit from implementing a Decision-
Making Framework TM

44. Those that implement these ideas, will
significantly add value to their organizations

45. You don’t have to do what I suggest, but please do
something…the future is NOW and we need you

46. Robot Says “Culture”
Please contact me, if you want more
information on:
• How to create a Decision-Making
Framework TM
• How to build a business case to
implement a framework
• How to implementing Agile ways of
working in your PMO / Organization
• The power of addressing your
organizations culture
ASH@ROBOTSAYSCULTURE.COM Available to
speak at /
facilitate
Weddings and
Bar Mitzvah’s
Ironing £1
per item
Dog-Walking
£2.65 per
hour, per dog
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date?
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he’s the one
your mother
warned you
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