Presentation at the Australian Computer Society 2013, Canberra Australia.
In a modern world of agile processes and self-managing teams, what role does the traditional Project Management Office (PMO) play? What does an agile PMO look like and why would you want one? Is PRINCE2 still relevant in a Scrum world? How do you bring these worlds together and bring traditional project managers with you?
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In this presentation, Matthew Hodgson, ZXM Partner Agile & Lean Enterprise Transformation, presented a recent case study involving a government agency, 30 projects, and its need to address its project management maturity. He described how, in only four months, a focus on old school PRINCE2 process and products, combined with modern Lean principles of value, radically changed the way IT viewed its projects, engaged with business, and rapidly accelerated its project management capability. Specifically, Matthew articulated the critical role of Kanban in visualising the value chain of products for projects, programs and the portfolio and how it radically increased transparency and empowered executives to remove project bottlenecks and wasted resources. Overall, he assessed how a focus on mentoring project management capability through the PMO produced an equal need to address delivery issues and the choice to move to combining PRINCE2 with Scrum to drive the agency’s P3M3 assessment toward a 5 – a culture of continuous improvement.
You can view this presentation on the Prezi site at: http://prezi.com/qsmxdusw3gg0/the-lean-agile-pmo/
Why do traditional, waterfall style projects fail? Some claim its a requirements problem and point to the need for more planning, user research, and design. The truth is we’re not looking at the problem the right way and complex environments require a different way to collecting information and delivering using that knowledge.