Why the 'Agile PMO' is a Myth

The term "Agile PMO" often evokes a sense of mystery and intrigue, like a made-up label for something we wish were more effective but often isn't. Beneath the surface lies a myriad of misconceptions that cloud our understanding of what it truly means to be agile in the context of project and programme governance.

In today’s blog, I aim to unravel the myths surrounding the "Agile PMO" and illuminate the essential principles that underpin any PMO's success.

The concept of an Agile PMO (Project Management Office) often generates varied interpretations and expectations. Based on conversations I've had with dozens of clients and hundreds of practitioners, the prevailing belief is that an Agile PMO is one that adapts its practices to better function in an Agile delivery environment.

Clients frequently ask about the building blocks for an Agile PMO, the aspects of Agile they need to adhere to, the governance they should focus on, and more. The key here is not about changing the 'WHAT' but rather about changing the 'HOW'.

The Myth of the "Agile PMO"

Amidst the buzz and fervour surrounding agile-based methodologies, the concept of an "Agile PMO" has emerged as a beacon of hope for organisations seeking to navigate the complexities of modern project management governance. Yet, beneath the veneer of novelty lies a tangled web of misconceptions that often obscure the path to true agility.

It seems the first mention of "Agile PMO" may have appeared in a consulting blog dating back to 2009, but it has circulated more frequently in the last 5-8 years. Some believed that by labelling their PMO an Agile PMO, it might offer a safeguard as the increase in agile ways of working led to more PMOs being dissolved or downsized. This view was confirmed by many CIOs I spoke with during interviews at the time.

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Here are some reasons why I think the Agile PMO is a myth:

1. Every PMO Should Be ‘agile’

The notion of agility is frequently associated with a select breed of PMOs. However, every PMO should inherently embody agility. It's not merely a label but a mindset crucial for navigating the ever-changing project landscape effectively.

2. Building a PMO Based on a Project Management Methodology is Risky

Rigidly tethering your PMO to a single project management methodology can stifle its adaptability. Rather than confining ourselves to a prescribed framework, PMOs should embrace flexibility to respond to diverse project requirements.

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3. Delivery and Governance Are Two Different Things

Attempting to wield delivery methodologies as tools for governance can lead to confusion and inefficiency. Governance necessitates a distinct approach tailored to oversee project progress without impeding its fluidity. Governance is governance; it is not delivery.

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4. Agile PMOs Often Get Dumped on Top of Poor Existing Governance

Simply slapping an "Agile" label atop flawed governance structures won't remedy underlying issues. A robust governance framework must be meticulously crafted from the ground up, integrating agile principles seamlessly. If your organisation is starting from an already complicated base, take the time to review and assess what needs to change.

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5. Misunderstanding "Agile"

Clarity is key when it comes to grasping the essence of "Agile." It's not merely a set of practices but a holistic approach emphasising adaptability, responsiveness, and continuous improvement. Get clear on what it means in your organisation and to your people.

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6. Recycling Old Concepts

Beware of repackaging outdated practices as "new" concepts. True agility demands innovation and a departure from antiquated methodologies masquerading as modern solutions. Good governance is always evolving and adapting, not forcing delivery to adapt to it.

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7. Lack of Autonomy and Collaboration

Genuine agility empowers teams, fostering autonomy and collaboration rather than imposing stringent controls. All PMOs should serve as an enabler, not a hindrance, to innovation and creativity.

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8. The One-Size-Fits-All Approach

Agile-based frameworks and methodologies aren't universal solutions. Customisation is key, with PMOs tailoring their strategies to suit the unique needs of each project and team.

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9. Overlooking Continuous Improvement

Continuous improvement lies at the heart of agility, yet it's often overlooked. PMOs must prioritise ongoing assessment and enhancement to drive meaningful progress and be transparent about this.

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10. Focusing on Tools Over Mindset

While tools and frameworks play a role, fostering an agile mindset is paramount. Cultivating a culture of adaptability and learning is the cornerstone of true agility.

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Ultimately...

A true PMO is founded on adaptability, clear governance, and a culture of continuous improvement. It should embody these principles with or without the label of 'Agile'. The concept of Agile comes into play in the 'how we work', not the 'what we do'.

?What's your thoughts?

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