![]() Re-initiating with often same stakeholders again and again, and.Re-developing material, processes and tools repetitively,.These issues if not resolved quickly, and actions in place to prevent them from reoccurring, can cause a lot of angst and frustration. Where Agile and non-worlds collide, quality issues will arise. The cookie cutter approach will only get you so far determining the next steps post-Agile requires context and forward thinking.Scaling to the Portfolio levels can make it difficult to provide an overall coherent overview for the whole system, and.Significant changes may be needed to existing delivery governance and toll gate processes,.Without good governance, a number of issues like those mentioned earlier can and will arise. Moving away from a traditional delivery model to a more Agile model does NOT replace the need for good governance. Through my experience across Waterfall and Agile environments, and across organisations that have created a hybrid model, I’ve identified several gaps and missed opportunities for good governance. The PMO can continue to perform traditional activities (investment funding, program oversight, reporting) but doing so in an Agile manner – key Agile mechanisms that can be used to perform these functions include lightweight business cases, Agile estimating and planning techniques, decentralized decision making, and objective, fact-based measures and milestones. ![]() Interdependencies between projects/programmes of different types can be managed through arranging regular “synchronisation” between the two. due to vendors and/or internal culture that requires time to shift to a more Agile mindset), but PMOs can provide governance across both Agile and waterfall programs at the same time. It can be difficult to go “all in” with Agile (e.g. This leads to challenges as benefits and prioritisation processes become less clear. There are several governance approaches that support an Agile development model, however, if the level of Agile maturity is low, adoption of these processes can be haphazard. However, this is often disregarded, and Project Managers become more and more overworked.Ī traditional PMO may not have a place in an ‘Agile Delivery’ environment, but there is certainly a need for some structure, rigor, governance and support. Delivery teams are distracted as they are now forced to pick up many of the traditional responsibilities of a PMO, such as management reporting, resource management and processing invoices. This has caused confusion, lack of visibility, resource contention, duplication of effort and severe impacts to their schedules. The result of ‘discharging their PMOs’ has been an eye opener for them as they’ve lost the ability to govern their Projects adequately. Whilst the premise of a PMO may not be a part of the original Agile Manifesto, it certainly does not replace the need for good governance. Now, adopting an Agile delivery model is one thing, but to then drop the ball on GOOD governance is another. In a recent conversation with a client, we heard that they had ‘discharged’ their PMOs as part of their ‘Agile’ journey citing that they did this because ‘there are no PMOs in Agile’. That is, whilst there is value in the items on the right, they value the items on the left more.Ī typical PMO’s Governance activities would focus on facilitation of processes / tools, ensuring documentation is being completed, contract requirements are being met, and ensuring that the plan has been followed (i.e. Responding to Change over following a plan.Customer Collaboration over contract negotiation, and.Working Software over comprehensive documentation,.Individuals and Interactions over processes and tools,.The Manifesto for Agile Software Development jointly proclaimed they valued: By the end of the article, you’ll be able to see how change governance to Agile governance may just be the solution for you. Going Agile requires a degree of Agile maturity, and reasonable Agile experience at the team level. Enterprises are recognising a growing need to improve overall agility and responsiveness to customer needs, leading to a mix of approaches in scaling Agile.
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