The reality is that a paradigm shift is needed to enable the Agile PMO to deliver the correct support and provide an acceptable level of guidance for project managers in a collaborative and co-operative approach. This will result in the ability to work with the project and business teams to fast track projects through to delivery while ensuring that the components of the triple constraints evolves into a managed agile enterprise project and programme environment.

1. Focused – Flexible - Functional
THE AGILE PMO

2. PMO
ProductProject
gileA As the world moves towards the demand
to release their products in a shorter
timeframe into an agile world the focus
will be less on incremental enhancements
and more on new innovation.
Improving both the product and project
life cycles is going to require a huge
paradigm shift by Project Management
Office, Business and Project Teams as the
transition into an agile focused team
transpires and becomes reality.
Overview

3. Overview
Traditionally the PMO has been the
backbone of project management
within an organisation ensuring the
there is a common factor tying in the
assurance for successful project
implementation.
Standards
Skills
Governance
Training
Resources
Best
Practice
PMO
Over the years the role of the PMO
has remained constant but with a
faster move towards agile the PMO
will have to adapt and change in
order to provide a value added
service

4. There is no doubt that for a traditional
PMO to become agile the key factors to
achieve this would include a blend of:
As PMO’s adjust and adapt their
overall practice and become a more
flexible and simpler business unit this
will lead to projects rolling out within
shorter time cycles while maintaining
the quality requirements.
Overview
Customer Focus
Simplicity
Reduction
of
complexity

5. Overview
The reality is that a paradigm shift is needed to
enable the Agile PMO to deliver the correct support
and provide an acceptable level of guidance for
project managers in a collaborative and co-operative
approach.
This will result in the ability to work with the project
and business teams to fast track projects through to
delivery while ensuring that the components of the
triple constraints evolves into a managed agile
enterprise project and programme environment.
+ =

6. Setting up the
Agile PMO The Agile Scorecard
Establishing the vision and mission
Defining the strategic targets
Documenting the strategic approach
Framework

7. The purpose of the Agile PMO scorecard is
to identify the business sectors that will
measure and track agile project
management across the company.
It is important to take into account that
there is clear understanding on the targets
that have been determined by the
organisational balanced scorecard. This will
allow for both scorecards to be in sync to
deliver the agreed performance targets
across financial, customer and training that
support agile project delivery.
This will lead to the PMO team and the
overall business setting up the
methodologies and processes that will lead
to successful project delivery and provide a
path for ensuring economic delivery for the
organisation
Project
Delivery
Best Practice
Budget
Control
Resource
Management
Balanced Score Card
Agile PMO Score Card
Framework

8. Framework
Establishing the PMO Agile vision and
mission statement will provide a way
forward to allow you and your team to begin
to zone in on the direction that will
influence and lead the PMO team.
A key benefit of creating a mission
statement is that it will establish the PMO
purpose on what you will achieve and very
importantly what connects you as a team to
transition into an Agile focused business
unit.
Ultimately the vison and mission will
provide a shared language and common
purpose for targeted action and
collaboration within the agile project
management environment.
State your vision statement
Target Group Needs Product Value
What
segment
does the
Agile PMO
address?
Who are the
target users
and
customers?
What needs
does the
Agile PMO
fulfil?
How will the
Agile PMO
create value
for the
company?
What are the
3 – 5 top
features of
the Agile
PMO?
What is your
unique
selling point?
How is the
Agile PMO
going to
benefit the
company?

9. Using the inputs from the discussions and
meetings held during your strategy session
will provide the basis that will classify the
key strategic targets that need to be
achieved.
Defining your strategic targets will allow you
to design your own unique approach that
will integrate the vision, mission, values and
strategy that will outline the Agile PMO
blueprint to rollout the new and improved
Agile PMO.
This will allow for an new and revised
strategy model that can be maintained
throughout the planning, launching and day
to day management of the Agile PMO.
Strategic Target Transition Matrix
Current Strategy Revised Strategy Strategic Model
Framework
Identify
Propose
Confirm

10. Documenting the strategic approach will
ensure that there is complete consensus
and agreement throughout the organisation
on how to succeed within an agile
environment.
The strategic approach which will outline
the roadmap that will identify the Agile
PMO success drivers required to deliver
economic value throughout all sectors of the
business environment.
The strategic document can be used as a
checkpoint throughout the transition phase
adjusting the content if and when required.
Vision and
mission
Best Practice
GovernanceSupport
Continuous
Improvement
How can we improve? Where do we want to go?
How do we get there?
How do we measure success?
What are the success targets?
Framework

11. Setting up the
Agile PMO
Identifying the stakeholders
Documenting the business case
The Project Approach
The Project Schedule
Setting up the Team
Tracking the Progress
Continuous Improvement
Wrapping up
Implementation

12. Identifying your stakeholders and building
good relationships will allow for a
partnership that will work together to make
the right decisions at the right time which
will be a critical success factor for the Agile
PMO.
The Stakeholder Management Plan will give
you the right tools to ensure that the Agile
PMO has a practical way forward to manage
and communicate with all of the
stakeholders at the right time and in the
right way.
A key success factor for the introduction of
the Agile PMO is to ensure that there is
100% buy-in and commitment from the
stakeholders.
Meet their Needs Key Player
Least
Important
Show
consideration
Stakeholder
Matrix
I
n
f
l
u
e
n
c
e
Interest
Internal
External
Shareholders
Professional
Bodies
Implementation

13. The business case will allow you as the PMO team
to present your concept for an Agile PMO and
provide the overall benefits to move into an agile
environment. The challenge that you will face with
obtaining approval is to ensure that all of the
identified stakeholders are on board with your
business proposal.
Having a vibrant communication strategy in place
during the business case phase will help to get to
the end point and ensure overall approval. The key
points to a successful approval of a business case
are:
• Ensure that only the key points are addressed
• It is no longer that 5 pages
• Daily meetings are held with the forum to ensure
updates are agreed
• Do the changes in the meeting on-line
• Conduct the approvals in a meeting and use
email signatures for approvals
Developing a
successful
business case
Identify
priorities
Identify
stakeholders
Agree to the
table of
contents
Setup
timeframe
to complete
business
case
Review and
update
Final
approval
• Executive summary
• Reasons
• Business options
• Expected benefits
• Timescales
• Costs
• Assumptions and constraints
• Major risks
Implementation

14. The project approach should be setup to ensure
that there is an agreed standard allowing for the
setup of the Agile PMO to be rolled out in a
functional and seamless manner.
The project approach should incorporate the
correct phases ensuring every element of the Agile
PMO practice is covered including both the business
aspect as well as how the actual software projects
will be rolled out.
This will ensure that there is an agreed standard
across the project management environment as
well as business requirements, the development
and implementation processes.
Included into the approach should be a defined
standard for how the project iterations will be
managed allowing for the introduction of a
software delivery methodology.
Implementation
Planning Approach Framework
Technical
approach
Planning
Components
Project Constraints
Quality
Risks
Time
Cost Scope
 Project Management
 Software Delivery

15. Implementation
To effectively roll out the Agile PMO a well-planned
and realistic schedule will ensure that the
timeframe to deliver the new and improved PMO
will meet the stakeholder expectations and manage
both the cost element and how and when the
resources will be utilised within the project life
cycle.
The schedule will allow you to keep an eye on how
to manage any changes that have been requested
and whether they are feasible or not as well as
keeping a close track on any slippage that is taking
place.
Using the information from the schedule will allow
you to provide effective and up to date
communication as well as provide and data based
dashboards.
This is one of the project areas where using cloud
based solutions really allows for a great way to have
real time reporting and information available 24
hours a day.

16. Having the right project team in place is a sure fire
way to ensure that the project will have a greater
chance of being successful.
The best way to do this is to clearly define what the
roles are for the project and source the correct skills
to fill those roles. At the same time it is also
important to ensure that the resources being
assigned to the project fit in with the culture of the
organisation so it does become a balancing act.
Providing the correct level of management support
will also play an important part and if this is done
correctly this will ensure a successful project and a
happy team.
Implementation
PMO Team
Agile Team

17. Tracking the progress for the setting up of the Agile
Project Office should be separated into two
categories:
• The process of setting up the actual Agile PMO
• The rollout of agile projects within the current
portfolio (even if this is being performed as a
pilot project)
As with the standard functionality of control and
execution the tracking and reporting back whether
in a meeting or as a dashboard using cloud based
solutions must show the end to end progress of the
project as confirmed and approved in the business
case.
This would also be the forum to discuss any issues
being experienced and to ensure that the teams are
able to cope with the new processes and
methodologies introduced and if training may be
required.
Recommended changes to the overall project would
also be discussed and agreed at the status
meetings.
Implementation
PMO Core Team
Agile Team

18. Implementation
A Framework for capturing, documenting and
sharing project lessons learned can serve as the
input to a Continuous Process Improvement Loop.
There is no doubt that as you begin the process of
transitioning to an Agile PMO there will be lessons
learnt along the way.
This is a great opportunity for ensuring that as the
Agile PMO you will be able to constantly improve
and provide a future that is sustainable within the
project environment.
The end result of applying a continuous
improvement practice will add to the Agile PMO
becoming a focused centre of excellence.
Identify non-
performing
components of the
Agile PMO
Realign and change
process and
implement the
change
Monitor the change
and track back into
the overall Agile PMO
Project

19. The Agile PMO is the orchestrator for making all of this happen
and will drive the Agile success within the organisation. With
this in place the Project Team and Business Owner can focus on
delivering business value ensuring there is a definite return on
investment within the shortest possible time. The organisation
now can be an effective part of the completive technical and
software landscape keeping in pace and delivering the right
product at the right time.
Implementation
And