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Agile Project Management: The Agile PMO - an Amazon Best Seller
The Revealed Secrets of the Shocking Truths about Global PMO Colossal Failures and how to Work around them.
** Uncovered Truths How to avoid a tactical PMO - in which MBA graduates fill the role of secretaries - I know you are asking now - how can it be possible that companies pay 100K $ salaries for administrative work, aren't you? - Read the book and know the answer
** Agile Project Management - What are the signs of a process obsessed PMO - in which the project managers are cringing under the whip of the PMO and how to set them free!
** Limited Vision When the PMO is in love with the lavish tools - and promotes death by SharePoint - what do you do?
** The Ultimate Program Life Cycle inflicting PMO - do you know how to recognize it and provide REAL VALUE
Agile Project Management: The Agile PMO provides answers NOW to all these challenging questions. You will learn to recognize and avoid the PMO traps
Research has proven that most PMOs will be disbanded and flushed away in two years after rollout - make sure yours doesn't
** Join me in this journey to making your emerging Agile Project Management- PMO not only endure but also lead project and portfolio growth and be value driven:
** The Agile Project Management - PMO is a mediating function it enables visibility where there is none, unity where there is disparity, transparency where there is ambiguity, and global breakthrough where there is only local analysis.
** Over the years I have seen too many PMOs blunder and fail due to various misconceptions in the roll out and implementation. The main cause is that PMOs do not learn how to create true and substantial value for stakeholders from the portfolio perspective, and hence lose budgeting and are terminated
** in this proven guide I will provide practical guidelines with the assistance of a case study on how to create and increase value of a PMO in an ever changing environment.
** Ultimately, after reading this guide you’ll know what to do, in order to successfully and reliably lead your Agile PMO.
******* Agile Project Management: The Agile PMO second edition with a solution on How to position The Agile PMO between the Linear Waterfall and the Agile Scrum worlds - - popular demand is increasing Don’t wait, enjoy this price and read now.*********
Exclusive and Genuine Concepts - What is your value from Agile Project Management: The Agile PMO
* Agile Project Management: Alignment with Business – ensuring Value over process
* Agile Project Management: Launching a PMO that is Lean and Mean
* Agile Project Management: Presented in an easy to follow case study!
* Agile Project Management: best practice approach for integrating Agile approaches with traditional overarching linear approaches
HURRY – to get your copy of Agile Project Management: The Agile PMO, Scroll up and Click the buy button now!! 100% Satisfaction Guaranteed
- Sales Rank: #292570 in eBooks
- Published on: 2014-01-04
- Released on: 2014-01-04
- Format: Kindle eBook
Review
The Agile PMO
This book leads with a single central principle - that a PMO's sole reason for existence is the creation of value for the organisation, and that the single most effective way it can do that is by managing the allocation of resources to projects. Of course, tools, methodology and processes are all good things to have, but identifying how to deploy resources for the best return on that investment is where a PMO really comes into its own.
I initially found such a forceful statement a little hard to swallow, but the book shows (using example scenarios drawn from the author's consulting experience) several ways how the PMO can fail if it chooses to focus its efforts in other directions.
If a PMO focuses on methodology, the PMs may superficially complete templates and processes just to keep the PMO quiet, but the completed templates and processes may bear little relation to reality. Unless the methodology is focused tightly on improving project delivery, this type of PMO merely increases administrative burden on PMs without enhancing value. Again, the PMO will be cut as soon as funding decreases.
The value created can be measured in terms of increasing the number of projects being delivered in a given time (since completed projects create value). As the availability of resources (people and/or money) is usually the single largest barrier to delivering more projects, increasing project delivery is often best achieved by creating a view of project and resource status to enable the most effective utilisation of resources across the project portfolio.
Well worth the purchase price.
Ken Burrell - June 10, 2013
on: arraspeople.co.uk/
From the Author
View Michael's Presentation about the Agile PMO - November 2013 - Nordic Project Zone
From the Inside Flap
The Revealed Secrets of the Shocking Truths about Global PMO Colossal Failures and how to Work around them
- The Book that is Featured in Keynote 2013! -
Most helpful customer reviews
13 of 14 people found the following review helpful.
What not to do, and what to do!
By The Pragmatic PMO
This book leads with a single central principle - that a PMO's sole reason for existence is the creation of value for the organisation, and that the single most effective way it can do that is by managing the allocation of resources to projects. Of course, tools, methodology and processes are all good things to have, but identifying how to deploy resources for the best return on that investment is where a PMO really comes into its own.
I initially found such a forceful statement a little hard to swallow, but the book shows (using example scenarios drawn from the author's consulting experience) several ways how the PMO can fail if it chooses to focus its efforts in other directions.
If a PMO fails to establish the necessary authority and credibility with the Project Manager (PM) community at a sufficiently early stage, it becomes relegated to performing only supportive, administrative work. This is so time-consuming that there is no time to develop more useful services, value delivery is limited and the PMO will be cut as soon as funding decreases.
If a PMO focuses on methodology, the PMs may superficially complete templates and processes just to keep the PMO quiet, but the completed templates and processes may bear little relation to reality. Unless the methodology is focused tightly on improving project delivery, this type of PMO merely increases administrative burden on PMs without enhancing value. Again, the PMO will be cut as soon as funding decreases.
PMOs that function mainly as a home for PMs do little to create value (other than managing the PMs as resources). Despite this it can persist for a long time as business value is not even considered, and the PMO duties are usually carried out by fairly junior (cheap) people.
PMOs that try to implement everything (resource management, methodology, templates, etc.) at once can appear to PMs as dictatorial rather than collaborative. This results in resistance to change and ultimately wasted effort in a failed implementation.
PMOs that focus on software tools before methodology, processes and templates spend a lot of time and effort customising the tool to accommodate the variety of approaches in the organisation. This is a very labour-intensive and expensive activity!
PMOs that implement an unsuitable methodology risk creating unnecessary barriers to implementation that slow down project delivery and upset customers.
So then, having covered several interesting (and familiar!) ways in which the PMO can fail, how is it to succeed? By treating the implementation of a PMO as a Change process, it is possible to increase the likelihood of success. Steps include: creating a sense of urgency; Creating a coalition of supportive stakeholders and engaging them to avoid surprises; Creating a vision with SMART short and long term objectives to instil pride; Communicating the vision regularly and consistently to instil trust; Empowering people to contribute and help to remove obstacles; Generating quick wins to gain support; and Embedding the changes in organisational culture.
Doing all this while focussing effort and new initiatives on the areas that will deliver the most benefit to the organisation soonest (and it helps if these also have influential and vocal stakeholders!) brings the best results.
The value created can be measured in terms of increasing the number of projects being delivered in a given time (since completed projects create value). As the availability of resources (people and/or money) is usually the single largest barrier to delivering more projects, increasing project delivery is often best achieved by creating a view of project and resource status to enable the most effective utilisation of resources across the project portfolio.
This is not a heavyweight book - you can read it from cover to virtual cover in about half an hour. Although it doesn't go into detail describing the ideal approach (which in any case would differ in the detail from organisation to organisation), for me just as much of the real value in this book comes from the examples of what not to do and how that leads to failure.
Well worth the purchase price.
17 of 19 people found the following review helpful.
Good stuff.
By Csaba Krizsanyik
I recommend it to all PjM’s, who have questions after jumping in the Agile way of working and realized first complex problems to tackle.
Let’s spare some time, with avoiding to reinvent the wheel.
Read this instead!
Thank you Michael for this really nice summary with lifelike examples.
6 of 6 people found the following review helpful.
Great value - wisdom distilled in a very easy read
By kencity
I am an experienced project manager and am in the process of implementing a PMO for a client and have struggled with getting buyin to the process and governance (decision making). This book really helped remind me that we should be concentrating on the big picture - why is the PMO there - to add value in relation to resource management and delivering strategic projects. Could not recommend it enough.
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