The documenting of the current status (AS-IS) was flawed through inaccurate data and personal views of key players. The need for a new approach was specifically driven by some experiences from the speakers, the first the issue of there not being enough information available at the start-up of establishing a PMO. At the end of the day, all that has been delivered at this stage is a current status report. The issues start when the delivery of the first stage – documenting of the current state – appears two months later when actually the expectations of the business are that you’ve been doing something of worth, starting to deliver value ASAP, rather than producing pretty pictures and documents. All pretty straightforward and logical you might think. There would be a gap analysis performed and then finally a plan to reach the desired state. The traditional approach to establishing a PMO (in the Middle East) normally starts with a documenting of the current status, then work moves on to understand what the desired state would be (what will the PMO do when established).
Pmi winscan software software#
If the agile software development is a group of software development methodologies based on iterative and incremental development, in which requirements and solutions evolve through collaboration between self-organizing, and cross-functional teams, using the same approach for PMO establishment would solve many of the problems we face and save the time and effort of consultants. The establishment of a PMO was initially defined as ” a logical movement to support widespread knowledge and practices of project management” and the speakers – Alsadeq, Akel and Hamamo felt that establishing PMOs as a”regular and repeated project” would be the equivalent of wadding about in concrete boots.Ĭlients’ differences, project management best practices update, new project management systems, and the interactions between these factors, make the establishment of each PMO a unique project that should be tackled in a special way, much like developing a new software program to address the specific requirements for each client. The presentation was also carried out by “PMO Consultants” – those hired in by an organisation to establish a PMO and then leave when implementation is complete. To be clear, the presentation was to cover the establishment of a PMO using Agile – not running a PMO using Agile.
Last week I was over in Dublin for three days for the PMI Global Congress EMEA one presentation certainly took my eye “Establishing a Project Management Office (PMO) Using the Agile Approach” from three speakers based out of Saudi Arabia.
0 kommentar(er)
