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9

PMO's (Project Management Officer) role in a Scrum Environment Project Management Officer can focus on the following: In a large organization the Scrum Master will inevitably run up against organizational impediments. The PMO can be the escalation point for such issues and help overcome such impediments, if the Scrum Master has difficulty dealing with them....


7

The definition of a project in agile terms is no different to that of a project in traditional terms. The difference is how the project is run and executed and the values behind the project. Common Both agile projects and traditional projects: have a start and end may be constrained by schedule, scope or budget should be for a single product; (lets not ...


4

It sounds like one or more of the following could be playing into the current situation. Lack of understanding by the projects of what the PMO is doing. Maybe the PMO is offering the projects exactly what they need, but it hasn't been communicated well. To get some insight into whether this is a factor, do a quick informal survey to see what the projects ...


4

TL;DR [I]t seems counter intuitive that the teams would NOT find inherent value from some or most of the PMO controls...[that] should help them manage their portion of the work[.] Your organization appears to be suffering from a lack of perceived value in the new process controls, as well as a lack of proper "tone at the top" in support of this process ...


3

TL; DR You have an X/Y problem. You can't solve your problem without addressing the underlying political issues. No methodology or portfolio-management practice will help until you address the real problem head-on. The Y in Your X/Y Problem In your case, Y is the tool you're hoping will help your group prioritize in the face of absentee management and ...


2

I think the problem you have outlined is fairly common. In my experience people in general want to see immediate, short-term benefits from initiatives. Longer-term benefits are often discounted altogether if getting to them is perceived as interfering with "real work". I liken it to a man going on a hike who can reduce his load by half at the start but ...


2

Great answers from everybody. I want to append on @Perry Wilson's answer regarding "strengthening the methodology and standardizing process", i.e. which Project Models you use within your company. In the company I worked for (as Process Leader of Product Portfolfio Development process), we had bought a lot of companies and all had their own Project Models. ...


2

Officially, yes, PMO strictly means a separate department, the Project Management Office. However, if you are just beginning to introduce project management, or if you have another role with the acronym PM, it is likely that the people you deal with will use PMO to mean "representative of the Project Management Office" until you train them to call you a ...


2

Your OP is slightly disturbing and appears to be a tail wagging the dog strategy. You indicate that you need to control the types and numbers of projects based on number and skill set of your PM. It's the other way around. Your projects for the year should dictate what you need by way of PM and should trigger either shedding those you don't need or hiring ...


2

I wanted a little more background, and by reading your other posts I see that you are/were a product owner for a group of 10 developers. I will answer assuming that this is still true, but the answer will be much the same if your position has migrated to a project manager within DevOps. It just means you will work with the current product owner to provide ...


2

Regardless of the mechanism to deliver (as per @Brett's answer) I suggest that the definition of a project be as simple as "a project is an activity which delivers measurable value to the organisation by either increasing revenue, reducing cost or improving efficiency". Each project that you deliver should be easily quantifiable as to why you are doing it.


1

Honestly, I'd be cautious about the idea of "training" business owners. You've really just got "a classic salesman's problem." How to convince people that your approach does have merit, that it really will reduce costs and business risk, and that you actually understand their point-of-view. (Which is necessarily altogether different ...


1

Who should train business stakeholders very short answer: Someone who has the knowledge and a hint upfront: It is not only that they should be trained, they must be motivated to do the "new" part of their work and as always with "new" work, nobody wants to earn new workload. Now the longer and explanatory part: I have no idea which ...


1

You didn't say what kind of projects these are. If you are talking about software, data and technology work then generally it is better to focus on products and value streams rather than projects. In software, projects tend to matter very little and the product is what your business stakeholders should be (and probably are) focused on. As Tiago suggested, ...


1

This is a systemic problem, and although you may support business stakeholders to understand what prioritisation means, you will definitely need senior management support. In your case, you mention you have joined the project to stablish a prioritisation method. That's a demonstration that senior management is aware of the problem (which in itself is a big ...


1

I've seen the term "PMO Analyst" being used for junior PMO personnel. How do other departments / units within your organisation refer to similar positions - say in finance or Personnel areas? Could you align with them in some way?


1

How about calling the role PMO Secretary?


1

How about Project Expediter? The PMBOK 5th Ed, has this to say about the role: A project expediter works as staff assistant and communications coordinator. The expediter cannot personally make or enforce decisions.


1

How about Project Coordinator?


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Operations and maintenance operations are a function of a healthy system development lifecycle. For reference, check out IEEE-12207. That document clearly defines what Operations and Maintenance activities are. Operations activities are normally defined as largely upgrades and installs. While these can be checklist-driven, they are time-boxed. For example,...


1

Good Job Titles Describe Officeholders' Roles I'm looking for a job title as an answer in both questions. The underlying problem is that you're assuming there's a canonical answer to your questions about organizational structure and job titles. There isn't. Instead, you should focus on describing the role. According to Wikipedia: The PMO strives to ...


1

Yes, the word itself means "Project Management Office" and it is a department not a job role. The PMO department can have staff with different roles other than a Project Manager. In larger organizations there can be people responsible for defining the corporate Project Management policies and procedures, documentation templates etc and not have any direct ...


1

The first metric is at least 10 times more important than any of the others. Does it fulfill the company's strategic mission? If the company doesn't know why it created a PMO, then the PMO should be shut down. Someone else will quote the precise number but if I recall correctly 90% of PMO's fail in 3 years, largely because they serve no strategic ...


1

What is it you aim to gain from an answer? What is your role in which any understanding of this matter is relevant? Whether an individual or an organization follows either perspective (or even yet another) of the ones you described is most likely dependent on one of the following: Individual interests "Business" usually leads the charge when there is a ...


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None. Scrum has no role for project managers or a PMO.


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Some observations: All the teams, including the PMO, are suffering from still maturing processes and capabilities and teaming dynamics. There is a lot of intra- and inter-team conflicts that, while improving, is still adversely impacting performance. Can your organziation handle the pace of change? Are you trying to do too much at once? Are you trying ...


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The first is to help them acknowledge the fact that there are a lot of conflicts and that there is room for improvement. Followed by an agreement that in order to do achieve different results, then something must change. Insanity: doing the same thing over and over again and expecting different results. - Albert Einstein This opens the door for a ...


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PM professionals can help minimize politics As CodeGnome said, "You can't solve your problem without addressing the underlying political issues." However, while you may not have any say on priority, as a Project Management professional, here is a list of things you can do to shine the light on the underlying issues and present the options to the decision ...


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Concur with @CodeGnome that you have an XY problem. I've got a slightly different tl:dr than he does. tl;dr The PM's job is to close the project. That may mean killing it fast, cleanly and thoroughly so that nobody gets blame. Trapped between incompatible agendas. The CFO has a desire which is at odds with middle management. You do not want to get in ...


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