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The origins of Project Management Offices can be traced back to the 1950s but in todays world of disruption does their structure, processes and operation hinder more than help the delivery of projects?

It is clear that the project community has moved to a more agile form of project delivery but the PMO seems to still be stuck in structured waterfall techniques where its expected that projects define everything upfront and follow standard process steps.

PMOs were established to ensure that projects follow the right governance processes and had the authority to make interventions if this wasn’t the case.  The PMO mandate came from the premise that project success will flow from ensuring every project follows the same process.

While this is important it doesn’t in itself ensure project success as the sobering statistics on project failure frequently highlight.

Project success is more likely if the project environment is established to ensure:

1 That delivery follows established principles rather than conformance to rules

2 There is culture of openness, trust and transparency rather a fear of failure which can mask exactly what is happening in the project.

3 Showing progress in real time though visual paper or electronic systems rather than buried in post event reports and documents

4 Collaboration through stand-ups rather than control boards

5 Integrated quality and assurance rather than assurance as an activity

6 Inclusive conversations rather than requests for clarity.

The new adaptive PMO has a key role in establishing these environments by setting and communicating the new direction.

Implementation can cover three scenarios:

1 New PMO:  The organisation has grown to encompass a substantial number of projects, the majority of which use rapid practices. A PMO is needed in order to understand and manage how wisely the money for projects is being spent and to capture and promulgate best practice for the benefit of all.

2 Pull:  A PMO exists that has successfully performed its function for traditional project approaches. New approaches are being piloted (e.g. SCRUM) and the PMO needs to understand how its function has to adapt to  integrate the new practices.

3 Push:  The existing PMO has recognised the value of new project and programme approaches and decides to support such approaches across the portfolio and a wide variety of stakeholders.

As with most agile approaches its less important to be concerned about detailing everything that has to change in the operation of the PMO rather its about setting the correct vision and roadmap for the PMO and taking steps and making adjustments to achieve that vision.

Here are the Top Ten Reasons to support agility in your PMO:

1 PRODUCTIVITY:  The velocity of delivery is increased over time to further productivity.

2 TRANSPARENCY: Teams are closely engaged with customers in an honest and candid relationship.

3 PRIORITISATION: Stakeholders prioritise requests and see how resources can be best deployed

4 MEASURABILITY: Communicating contribution, measuring results and investing time in what works.

5 ADAPTABILITY: Set aside a portion of the PMO resources to anticipating change in order to be able to quickly adapt.

6 CUSTOMER SATISFACTION: Honest and clear information is communicated to help customers make decisions.

7 COMPETITIVENESS: Prioritising company’s needs, continuing successful marketing measures, increasing customer satisfaction all lead to increased competitiveness

8 INTERNAL COMMUNICATION: Transparency allows improved communication with management, sales and development. Also, improved teamwork helps overcome obstacles.

9 GOOD FOR YOUR CAREER: Project professionals who have a deep understanding of accelerated delivery techniques are in high demand.

10 IT’S FUN: Sharing what you’re working on and talking through challenges is engaging and can be a great satisfaction.