Project Management Office in an Agile Environment - Case Study Example

Project Management Office in an Agile Environment 0 Introduction Organizations have found the need to combine different styles ofdelivering proper and progressive ideas in the project. While trying to move away from the past forms of project management, the new methodology in the Agile environment uses the agile approach to select most of the elements from the established management procedures that are recognized to be effective. In other elements such as holding regular meetings, their main aim is to start up shorter development phases that allow the organization to amend the invented milestone-driven approach. This would help in overcoming the more planned and feedback loops that may provide them with more flexible reactions to the new operating features in the project (Chin, 129). A new PMO should be integrated to the newly applied style through the provision of resources that support the necessary actions through the utilization of their roles that are involved to the change. By clearing some of the roadblocks in the progressing features of the projects and programs, the organization should therefore incorporate the other features that involve the servant leader relationship a new model used in the project. Through motivating, self-organization, responsibility, and exploiting all the project stakeholders’ knowledge, then most management practices could be executed by the experts of that describe the companies that have successfully excelled by utilizing relevant strategies as required by the Agile managers (Cobb,163). 2.0 Issue Details: 2.1 Description. In the process of setting up the PMO, is greatly important to understand what the project team laid the foundation on as the basis of the daily planning in phases. Issues such as poor project management. The PMO should help in balancing a variety of demands in the firm and the resources should be equally shared with in the management office. The PMO mainly performs as the federal management utility in the group of the agile projects. Therefore, proper management of the projects that are provided in an appropriate nature of the provided report that offers a better status for the project that is approved in the traditional project management process. 2.2 Strategic Impact. The major research from ESI indicates that the agile projects are large and therefore, it emphasizes on a particular need that the resources from the specialists support. Proper coordination of tasks would naturally fulfill the PMO plans. Most people are mistaken for viewing this for a double decision that may create the projects extremities(Chin,68). A solution should be put in place to shape up a combination of different methodologies in one project in business environment.More skills are required in widening abilities and knowledge about the broader range of methodologies that provided a deeper understanding of these principles that are used in blending the traditional project management. Additionally, the Agile principle that is applying at the same time in the exact proportions is modified into the necessary facts that fit the given situation (Cobb, p98). 2.3 Stakeholders. The PMO does not change in the Agile project environment. Therefore, the way the PMO executes these functions might change considerably in relation to the organization’s general strategy used in implementing the Agile transformations. In some of the organizations, they may opt to put into action a comparatively complete transformation in the Agile environment in business and other models. Through the infringement of the larger projects into smaller ones by more frequently delivered pieces, the PMO allows the organization to respond faster and far better than changing business requirements. In due course, the fast-paced environment tends to be filled with most indecisive and the successfully completed projects that occur in time when the PMO run to overcome the obstacles that emphasizes on the forces that makes the project’s team to come up with clear choices and with other crucial information that leads to regular changes in a similar direction and in other plans ( Journal, Project Management,51). 3.0 Alternatives. Agile definitely forced most of the roles of PMO that does not necessarily make the whole concept of PMO superseded and inappropriate. For this reason, there are a wider range of strategies that an organization could choose from so that it can be used in implementing the Agile transformation at the enterprise level where it might not be necessarily the binary alternative between the pure Waterfall approach occurring from top-to-bottom and totally Agile approach from top-to-bottom. Therefore, making a choice of the right approach that could fit the business or rather attempt to fit the business to the kind of approach of choice (Chin,p 144).  4.0 Preferred Alternative Most people in the Agile community tend to say that there is very less or no role for the PMO in the Agile environment. With that the whole concept of PMO becomes inconsistent with Agile.  Therefore, that opinion has its basis on the stereotype that the role of the PMO could be heavily linked with the firm control and enforcement of the waterfall-styles and policies that are selected to manage the execution of such projects and programs. With such an environment, the PMO requires that it should be very thorough and detailed with the upfront planning that justifies the ROI about the projects that support the rigorous projects and the resulting products portifolio used in the management decisions (Medinilla, p104). Additionally, the firm control of the project execution that helps to ensure that the project meet their costs and also attain the scheduled goals that deliver the expected ROI. Similarly, there is little or no doubt that the PMO’s should play the kind of roles that to some extent it is a stereotype to believe. Therefore, it is the only possible role for the PMO to play in relation to stereotype that many people tend to choose between the Waterfall and Agile methodologies for the projects that have binary decisions. Such an organization is either totally “Waterfall” with the comprehensive upfront project that is well planned as well as firm policies that are put in place to control over projects plans that are executed (Chin, 109). On the other hand, totally “Agile” with no straight planning procedure and no policies that control over the project implementation. The main role of any PMO is to support the choices and implementation of the projects and programs. With the organization’s business goals, the involvement of the Project/Product Portfolio as well as management, that is efficient in providing the oversight of the project execution and even the overall interface used in the management and reporting of most projects and programs in the senior management and business. Eventually, the provision of proper coordination, guidance, and training of the project teams as required in the organization incur advanced methodologies and standards in the project management (Cobb, p103). . 5.0 Conclusion. The Agile PMOs function is basically different in contrast to the current PMO. An Agile PMO could have taken a vibrant and adaptive approach that is based on the principles that are fundamentally based on the set goals. This is to ensure that there is proper delivery and maximum value of the time and the amount that is available with the lowest risks involved. The fastest responses to the changing business needs across the large portfolio should be equally considered. In maximizing the values that incur through the vibrant and continual prioritization of work, its basis might be visible as the measures of the value of the money spent, time sensitivity and risks involved (Journal, Project Management, p31). Therefore, this shows that the risks involved are minimized as stronger governance is approved by making work continuously visible and allowing the right people to come together earlier and often involve rapid resolutions. The goals that facilitate the assurance of close partnership between the Agile PMO make the main stakeholders in the business and IT. Therefore, there is a better approach that helped in promoting the inventive solutions (Medinilla, p152). 6.0 Work Cited Chin, Gary. Agile project management how to succeed in the face of changing project requirements. New York: AMACOM, 2004. Print. Cobb, Charles G.. Making Sense of Agile Project Management Balancing Control and Agility.. Hoboken: John Wiley & Sons, 2011. Print. Journal, Project Management. Agile Project Management Essentials from the Project Management Journal.. Hoboken: Wiley, 2013. Print. Medinilla, Ángel. Agile management leadership in an agile environment. Heidelberg: Springer, 2012. Print. Read More