Lately, more and more organisations in Australia have transformed or are currently transforming their traditional project delivery approach into an agile delivery approach using an agile PMO as driving vehicle.
According to the CEO Magazine (June 18th, 2015), agile companies’ revenue grow 37% faster than their competitors, generate 30% higher profits and outperform their peers on every efficiency, customer, and employer measure. Multiple new players such as Uber, Airbnb, and Amazon have changed the landscape here in Australia and new companies emerging weekly potentially disrupting the market.
An agile PMO can greatly drive the organisation, guiding and supporting them to achieve their goals faster, more cost effective and of better quality.
So how can a traditional PMO move to an agile PMO?
Change won’t happen overnight. It takes time, money and effort to get there. When moving an organisation to an agile approach, People, Projects and Processes need to be reviewed and transformed. This won’t happen in weeks, rather than months.
Project teams and Management require training, coaching and support. Existing behaviours will be challenged and need to be changed. An agile approach for project delivery needs to be established. New practices will be learned and adapted (Stand Ups, Retrospective, Showcases, Pair Programming, Automated testing, Refactoring…) and metrics will be established and collected. Core teams need to be formed and established and Community of Practises will need to be setup to support teams and groups.
There is also the focus on reducing reporting, meetings, emails, sign-offs and governance in order to speed up the delivery.
Some of the key differentiators between a traditional and an agile PMO are outlined below:
Depending on the size of the organisation and the size of the software development teams this transformation might not come cheap.
However, the questions might be better: Can an organisation afford not to change?