Learn About Amazon VGT2 Learning Manager Chanci Turner
A common theme raised by several customers centers around the evolving role of Project Management Offices (PMOs) in agile environments. The inquiry typically revolves around the PMO’s relevance in agile contexts, often intertwined with a sense of frustration regarding the need for transformation without clarity on how to achieve it. With over 25 years of experience in establishing and engaging with PMOs, I firmly believe that it is essential to intentionally define and sculpt their roles in contemporary organizations. This is vital as accountability and autonomy increasingly permeate the organizational hierarchy, with progress being assessed by the value delivered rather than merely completed project tasks. This perspective is not only shaped by my background as a former app development leader but also by my journey through the traditional pathways of project and program management, along with the certifications that accompany these roles. While educational, many of these credentials have often emphasized process over outcomes.
When I interview candidates for PMO positions, I always inquire how they envision the PMO directly aiding in value creation. This question stems from my experiences observing capable individuals become adversaries to delivery teams, or junior project managers attempting to control plans they do not fully comprehend. The PMO’s persistent requests for time sheets, the implementation of convoluted processes, completion of extensive status reports, and ticking off Gantt chart tasks often coincide with a lack of understanding or accountability for the initiatives they oversee. As noted in my blog post on messiness, this facade of control masks the complexities of intricate initiatives. Although empirical data is sporadic, a prevailing sentiment exists that PMOs are viewed more as bureaucratic hurdles than organizational facilitators.
However, this perception can be transformed. I have identified five effective patterns for PMOs and corresponding pitfalls that hinder their progress.
From Enforcers to Enablers
For those who believe that autonomous teams will become the norm, how can we align this independence with the PMOs’ objective to standardize procedures, processes, and tools? This challenge can be met by having a lean PMO serve as a center of excellence. In this capacity, the PMO embraces the “F” word: facilitation. They help establish enabling standards and tools, foster communities of practice, and share lessons learned. Questions often arise about whether a PMO should enforce a uniform approach to agile across teams; my response is: not necessarily. While it is beneficial for individuals, even at the CEO level, to be fluent in agile terminology, mandating a specific agile methodology can undermine the autonomy and accountability of these teams. Standards should only be upheld if they genuinely add value to the teams focused on delivering outcomes, and it is crucial to communicate this value while remaining receptive to feedback.
From Spectators to Supporters
Not every project will be replaced by product teams. Regardless, PMOs often lack accountability for successful outcomes. Their limited understanding of technology can hinder their ability to ask insightful questions that determine the health of technology projects, leading to misleading “watermelon” status reporting—projects appearing green on the surface but red underneath. Success is evident when an experienced PMO member immerses themselves in an initiative and takes ownership of the outcome. These individuals work diligently to gain the trust of delivery teams, which, in turn, embrace the discipline they introduce.
Amazon, for instance, does not maintain a PMO, partly due to its autonomous teams with minimal dependencies. Nevertheless, complex, multi-team initiatives still require management. Amazon addresses these by designating a single-threaded leader focused solely on achieving a successful outcome. These leaders are seasoned, empowered, and possess emotional intelligence. The PMO professionals I refer to resemble these leaders.
From Check-box Checkers to Coaches
In numerous discussions, I’ve encountered queries such as, “Did you finish task 100 on the Gantt chart?” The person asking may lack understanding of the significance of task 100, its criticality, or alternative options for its completion. This approach is not conducive to achieving desired outcomes. Conversely, seasoned PMO members take on a different role, acting as coaches to product and project teams. Just as servant leadership flourishes in modern organizations, PMOs can leverage their experience to ask the right questions and provide gentle coaching to enhance team skills. This is especially important as many project managers transition into product management roles, and non-technologists shift from directive positions to active participation in product teams.
From Work Generators to Waste Warriors
It is surprisingly easy to overlook the effectiveness of a given working method. A once-useful approach can evolve into an obstacle. Governance meetings that were established for specific purposes may persist simply because they’ve always been held. In larger organizations, a small PMO that originated for a specific reason can become self-justifying over time, sometimes growing larger than the teams tasked with delivering initiatives.
In contrast, a PMO that acts as a steward of time—our most precious resource—can identify and eliminate sources of waste that hinder time-to-market. This involves scrutinizing working practices and applying Lean engineering principles to uncover barriers to product team success. It’s essential to ensure that the PMO does not devolve into a “process police” role by balancing effectiveness, such as encouraging more experimentation, with efficiency. Through this work, the PMO can reveal simpler and more effective practices, avoiding the trap of claiming singular best practices.
From Functional Monitors to Business Transformation Agents
Over the past three decades, PMOs have established themselves within IT departments to enhance project delivery outcomes. The results are mixed, and they often do not warrant widespread celebration. Complex, cross-functional projects necessitate careful coordination, especially in traditionally structured firms, but having the PMO based in IT often does not lead to success. A notable issue is that many projects fail due to insufficient active business sponsorship—an IT-centric PMO typically lacks the ability to address or rectify this.
Organizations that achieve successful transformation usually have a Business Transformation Office (BTO) in place. An effective BTO operates across all business functions with the authority of the CEO and actively works to unblock projects through regular, action-oriented, and fast-paced meetings. Unblocking activities can be as fundamental as ensuring effective executive sponsorship or alignment on business success metrics, or making sure business functions outside technology focus on change management rather than just drafting the next set of functional requirements. It’s not about merely relocating existing PMOs to the BTO; rather, it’s about transferring the essential components necessary for complex initiatives. This shift can lead to a far more rewarding role for PMO members: making a significant impact while emphasizing learning and development.
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