Many traditional PMOs are optimized around Project Initiation and Governance, both of which need to change if they are to adequately support business agility Often the PMO helps start projects. An Agile Value Management Office focuses instead on completion of projects and flow.
For the Agile VMO™ to enable business agility, it needs to manage the work-intake process better than the traditional PMO. It needs to time the start of new work in such a way that in-flight work can deliver. It needs to insist that projects and releases be smaller and more frequent so that resources are not locked down for too long.Finally, it needs to visualize the organizational project flow and put more focus on delivery and less focus on project starts.Or, put another way, the Agile VMO drives the mantra, stop starting, start finishing
Governance in many organizations is built around the idea of large, infrequent changes. The expectation is that product deliveries, project releases, and business process changes will all happen infrequently and when they do, the changes will all be done at once.
For example, in most organizations, changing a production IT system involves a series of approvals and sign-offs that can take weeks or even months to accomplish.
Once again, these processes are not designed around the concept of “flow”. They are not designed to handle small, frequent changes.
To enable business agility, the governance model will need to change. It needs to encourage small and frequent changes, since those are less risky. It also needs to design smaller, lighter-weight controls that can be executed quickly and efficiently.
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