The Agile Project Management Office
opinion Essay
2089 words
Project Management Office in an Agile environment 1.0 Introduction : Project Management Office (PMO) and Agile method are highly reputable terms in many organizations, especially in their IT projects. The PMO is a group of people or committee within an organization that is responsible to define and maintain standards and practices for traditional project management. The ultimate objective for the PMO is to gain the benefits that are derived from applying Project Management (PM) methods, practices and policies. Thus, the PMO over time will become the origin for documentation, guidance and metrics regarding to any practices that are involved in managing projects within the organization, as well as it will be the communication channel that can enhance executive management decision-making to achieve organization strategic goals. On the other hand, agile methodology is considered as an alternative to traditional project management, especially in software development projects. Teams in agile methodology are cross functional, self-organizing and managing, and they work through incremental, iterative time frames called sprint in order to deliver products faster than those that used traditional practices. In addition, according to the IBM definition “ Agile is a methodology that reduces development cost and risk, improves quality and enhances your customers’ satisfaction by better meeting their needs and expectations” (IBM.com) . Thus, agile teams and the PMO share the same objectives of producing valuable products or services and leading the organization projects to be the successful. However, PMO and agile teams have different and cross purpose methods to achieve the enterprise goals, which causes a big conflict between those teams’ role... ... middle of paper ... ...e economy changes and challenges as well as it can promote the overall projects governance, performance, and achievement. 6.0 Works Cited "Agile Development." IBM What Is Agile? Www.IBM.COM, n.d. Web. 25 Oct. 2013. Buck, Anderw. "The Agile PMO, Transforming the PMO from Inwardly- Facing to Agile Transformation Partner and Customer Centric." .programmedevelopment.com. Generalnational.com, n.d. Web. 20 Oct. 2013. Finch, Curt. "Is an Agile PMO Possible?" Is an Agile PMO Possible? Project Smart, 29 Jan. 2010. Web. 20 Oct. 2013. Sulaiman, Tamara. "The Agile PMO Role." ProjectManagement.com. N.p., 28 July 2008. Web. 26 Oct. 2013. Visitacion, Margo. "The PMO In An Agile World: Can't We All Just Get Along | Rally Software." The PMO In An Agile World: Can't We All Just Get Along | Rally Software. Forrester Research, Inc., 03 Aug. 2011. Web. 26 Oct. 2013.
In this essay, the author
- Introduces project management office (pmo) and agile method as highly reputable terms in many organizations, especially in it projects. the ultimate objective of the pmo is to gain the benefits that are derived from applying pm methods, practices and policies.
- Explains that agile methodology is considered as an alternative to traditional project management, especially in software development projects. agile teams work through incremental, iterative time frames called sprint to deliver products faster than those that used traditional practices.
- Explains that pmo and agile teams have different and cross purpose methods to achieve the enterprise goals, which causes a conflict between those teams' roles.
- Introduces project management office (pmo) and agile method as highly reputable terms in many organizations, especially in it projects. the ultimate objective of the pmo is to gain the benefits that are derived from applying pm methods, practices and policies.
- Explains that agile methodology is considered as an alternative to traditional project management, especially in software development projects. agile teams work through incremental, iterative time frames called sprint to deliver products faster than those that used traditional practices.
- Explains that pmo and agile teams have different and cross purpose methods to achieve the enterprise goals, which causes a conflict between those teams' roles.
- Explains that the economy evolves rapidly and competition forces companies to adopt new approaches to keep up with market changes. companies with long histories of successful pmo and project management practices may want to accelerate their project performance and adopt agile.
- Analyzes visitacion's article, "the pmo in an agile world: can't we all just get along?"
- Opines that the growing competition should encourage organizations to evolve their management profession and think differently to manage their business challenges.
- Argues that integrating the strengths of pmo and agile is a smart move that can accelerate the organization growth towards new level of profitability and achievement.
- Explains that adopting agile within pmo will impact three main stakeholders: development teams, project managers, and members.
- Argues that the project manager is stuck between the pmo requirements, and customer and development team needs.
- Opines that the organization should deal positively with the conflicts and difficulties that i mentioned in earlier.
- Opines that the organization should consider agile as a catalyst that can foster the overall project performance and profitability.
- Believes that agile methodology is the correct move to evolve project management practices. establishing agile under pmo coaching can eliminate the impediments that are holding the organization to achieve a new level of success.
- Explains that time and money are the driving factors when it relates to the prosperous practice of a pmo.
- Opines that establishing agile pmo will increase the organization opportunities to gain more benefits from those two approaches, which can accelerate organization growth toward new competitive levels.
- Explains that ibm what is agile? is an agile pmo, which transforms the organization from inwardly- facing to agile transformation partner and customer centric.
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- Explains that this type of pmo will provide support for departments or units in the company, not just for the single project.
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- Explains project support/ services pmo will provide supports for projects including provide different types of resources, offer training, make delivery support and ensure the project is in right direction.
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- Explains that a project is an assignment that is performed by an organization in order to achieve predetermined results. projects can be used for different kinds of assignments, but most commonly for realizing visions or business goals
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- Explains that project management includes controlling the resources for a project regarding time, cost and performance, which are often limited resources of the project. the three constraints and their relationship can be symbolized in figure 6.
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- Explains that a time plan could be based on breakdown planning. a pre-study report or project specification is required.
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1855 wordsRead More - Unit 5 Assignment Comparison Of Quality Philosophies Paperanalytical essayHeldman, K. (2011). PMP: Project management professional exam study guide, sixth edition. Indianapolis, Ind: John Wiley & Sons.
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1238 wordsRead More - Project Management Essayexplanatory essayThe Project Management Institute (PMI) was formed in 1969 to provide a non-profit organization for project professionals. This global organization offers eight different endorsements to aid project management professionals in acquiring positions with higher wages and career prospects (Learn about PMI, n.d.). The Project Management Institute is the foremost authority in project management (PM) fundamentals and serves as the lead organization for project administration. With organizational groups that extend globally, this institution
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- Explains that project management and six sigma are closely related and serve similar interests, such as communication, cost, planning, and resource management.
- Explains that project management enables entities to carefully consider the many variables before, during, and after the project takes place.
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- Explains the mission statement of the hcis pmo for university of iowa health care, which promotes project success through project management best practices, fosters collaboration and project improvement, and provides leadership. both examples integrate the larger business' values and mission into the goals
- Describes the three goals that will be integrated into the innovative health care pmo department with the mission statement in mind.
- Explains that the next step in strategic planning is to align the company's goals. the goals for a business should reflect the vision and mission of an organization, as well as assist in achieving the overall purpose.
- Explains the mission statement of the hcis pmo for university of iowa health care, which promotes project success through project management best practices, fosters collaboration and project improvement, and provides leadership. both examples integrate the larger business' values and mission into the goals
- Describes the three goals that will be integrated into the innovative health care pmo department with the mission statement in mind.
- Explains innovative health care pmo will facilitate project management best practices through the integration of pmi concepts in order to foster standardization, quality, and learning.
- Explains that the pmo will strive to meet project deliverables and milestones on time, within budget, and within the scope of each project.
- Explains that the pmo will provide the organization and team members the opportunity to improve their skills and understand project management models.
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- Explains that the scrum master leads the project team to prioritize tasks and assists to resolve challenges during the process.
- Explains that the team members are responsible for the execution of tasks, tracking and reporting on programs to provide transparency and support decisions to adjust team structures and technical directions.
- Explains that the product owner has the responsibility of setting the goals and objectives of the project as well as handling the barter between schedule and scope.
- Explains that the scrum master leads the project team to prioritize tasks and assists to resolve challenges during the process.
- Explains that the team members are responsible for the execution of tasks, tracking and reporting on programs to provide transparency and support decisions to adjust team structures and technical directions.
- Explains the basis of agile, which is to accommodate change as software related projects are constantly changing. if there was a change in market, the product could be easily updated.
- Explains that agile p.m enables the swift onward delivery of concept to the users and delivers something of value during every sprint.
- Explains that agile project management enables you to identify challenges early in the project life. the scope could easily be changed mid-project, this is impossible using traditional methods.
- Explains that agile is flexible in relation to scope unlike fixed budget projects. if a client realizes that there are some requirements no longer necessary, he could launch sooner and cost less.
- Explains that agile project management is an iterative process that integrates testing throughout the process. constant testing increases quality assurance and reduces the chances of failure.
- Explains that agile project management ensures immediate response to issues as they arise, saves time and resources, and aids project timely delivery. it is not suitable for organizations that tend to deliberate over issues for a long time.
- Explains that after each sprint, a shippable product is obtained and with each iteration, new features are added to the product which interprets to project growth.
- Explains that the ever-changing technological climate, market dynamics, and arduous integration of business and i.t., have proved stumbling blocks in managing complex programs and ultimately attaining desired results on time and on budget.
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In this essay, the author
- Explains the concept of project management, which is a vague but essential part of the average work environment.
- Explains that each company has specific qualities which a candidate for employment should possess. the most frequently mentioned locations needing project managers are in europe, including germany, the uk, france, italy, and other major european countries.
- Explains that the pharmaceutical and health field focus almost all their resources on project management. project management teams separate themselves from the company and perform the necessary tests.
- Explains the concept of project management, which is a vague but essential part of the average work environment.
- Explains that each company has specific qualities which a candidate for employment should possess. the most frequently mentioned locations needing project managers are in europe, including germany, the uk, france, italy, and other major european countries.
- Explains that the pharmaceutical and health field focus almost all their resources on project management. project management teams separate themselves from the company and perform the necessary tests.
- Explains the process behind project management, which is the most important document in the overall planning, monitoring, and implementation of a project.
- Recommends that the emphasis on project management programs continue and companies explore the benefits of an effective plan.
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- Explains that project management is a broad term referencing the necessary steps taken by management to ensure product feasibility before and during implementation.
- Explains that they believe these are the right things to do, and they take the necessary steps.
- Explains that project management can bring teamwork and leadership together to create a quality product, but if implemented incorrectly, it can upset employees, break team bonds, and result in poor product.
- Explains that project management is a broad term referencing the necessary steps taken by management to ensure product feasibility before and during implementation.
- Explains that they believe these are the right things to do, and they take the necessary steps.
- Explains that project management can bring teamwork and leadership together to create a quality product, but if implemented incorrectly, it can upset employees, break team bonds, and result in poor product.
- Explains that project management is a broad concept, which includes product line development, attaining company goals, boosting employee morale, and product costing.
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- Explains the definition of a project in paul c. dinsmore, pmp, and jeannette cabanis-brewin's "the ama handbook of project management."
- Explains that project management is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.
- Explains that most organizations run their businesses by the use of projects. the purpose of the paper is to consider the why, what, who, when and where today that project management has become so important.
- Explains the definition of a project in paul c. dinsmore, pmp, and jeannette cabanis-brewin's "the ama handbook of project management."
- Explains that project management is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.
- Explains that project management has been practiced for as long as humanity has inhabited earth. the bible has many great projects, such as the tower of babel, noah’s ark, and the great pyramids.
- Explains why project management is so important in today's dynamic and competitive world, stating that coping with frequent unexpected events is a key challenge. with advances in technology and communication, local and global companies can do business.
- Explains project management institute's guide to the project management body of knowledge.
- Explains that laufer, hoffman, russell, j. s., & cameron (2015). what successful project managers do.
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- Explains the importance of translating the strategic vision and specifying objectives and operational measures in the scorecard areas necessary to realise this vision.
- Explains the importance of communicating and linking the strategy across the organisation, ensuring understanding and driving the objectives.
- Explains the "balanced scorecard" developed by kaplan and norton was for motivating and measuring business performance within four perspectives—financial, customer, internal business processes, and learning and growth. the balanced scorecard could be used as a strategic management system.
- Explains the importance of translating the strategic vision and specifying objectives and operational measures in the scorecard areas necessary to realise this vision.
- Explains the importance of communicating and linking the strategy across the organisation, ensuring understanding and driving the objectives.
- Explains that business planning involves integrating the financial plan with the business plan and allocated resources to the critical activities.
- Defines business excellence as "excellence in strategies, business practices, and stakeholder-related performance results that have been validated by assessments based on specific models proven to support the challenging journey towards excellence."
- Explains project management as the application of knowledge, skills, tools, and techniques to achieve the aims of an organisation through projects.
- Explains that the project excellence-approach is explored as an appropriate model in the business improvement manager role.
- Explains the dmaic improvement cycle, which reduces costs, improves quality, and minimises process errors. it encourages detailed planning for the short-term with a longer-lasting view emphasising constant reviews, re-planning and risk management
- Explains that the project excellence model is a tool to measure the success of projects to ensure engagement with the organisation's journey to business excellence.
- Explains the benefits of the project excellence model, which focuses not only on traditional project measures of budget, schedule, and quality but incorporates success measures.
- Explains how the balanced scorecard can be used as a strategic management process to drive business excellence.
- Concludes that the dmaic model is fit for purpose in terms of the method for implementing business improvement projects, but adds an additional review stage after project handover.
- Cites andersen, e.s., lawrie, g. & savic, n. (2004), "effective quality management through third-generation balanced scorecard".
- Cites berardinelli, c, băleanu, edelhauser, e, irimie, s., kaplan, r, & norton, d.
- Cites punniyamoorthy, murali, vora, m,k, westerveld, e, and wilkinson, a.
1879 wordsRead More - Agile Software Development Methodologiesanalytical essayThe conventional software development methodologies projects have failed to overcome the problem of volatility in the present project management processes in organizations. This is because they are mostly linear and sequential, imposing a significant challenge when meeting changing user requirements. Volatility in user requirements has been a significant predicament until the discovery of agile project management methodologies such as scrum, Extreme programming, and Future driven development. Volatility originates from the urge of organizations to cope up with varying technological structure and market dynamics (Cockburn, 2002). The conventional software development methods include sequential and linear processes cannot meet changing user requirements, but have shown their efficacy in meeting consistent requirements. These challenges have increased sophistication and inter-reliance of systems subjecting the usual methods to extinction. The concept of agile software development refers to an iterative method employed when determining the necessities of software developments projects with regard to flexibility and intensified interaction. Apparently, agile software development methodologies are more advantageous than conventional methods. The supporting facts to this statement reveal why scrum and XP are increasing emerging as preferable techniques. The main purpose of this is to discuss the criteria used to support the claim that agile software development methodologies are a superior design method. This paper affirms that agile software development methodologies are more effective than the conventional project methodologies because they are simple, iterative and incremental, resulting to efficacy in meeting changing customer requir...
In this essay, the author
- Argues that agile software development methodologies are more effective than conventional methods because they are simple, iterative and incremental, resulting to efficacy in meeting changing customer requirements.
- Cites cockburn, a., "agile software development methods join the "would be" crowd."
- Explains that extreme programming is essential in improving software development projects in five key ways including communication, feedback, respect, courage, and communication.
- Argues that agile software development methodologies are more effective than conventional methods because they are simple, iterative and incremental, resulting to efficacy in meeting changing customer requirements.
- Cites cockburn, a., "agile software development methods join the "would be" crowd."
- Explains that extreme programming is essential in improving software development projects in five key ways including communication, feedback, respect, courage, and communication.
- Explains palmer, s., felsing, j. and schwaber, k. agile software development with scrum. upper saddle river, new jersey.
1636 wordsRead More - Essay On Project Management Officeexplanatory essayThe Project Management Office (PMO) is an essential support structure in an organisation that generally acts as a source for guidance, documentation, and metrics related to the practices involved in managing and implementing projects within an organisation. Their form can range from that of a department, body, entity, or group, however their underlying responsibility is defining and maintaining project management standards and guidance in a repeatable process within an organisation – i.e. their responsibility is to oversee and manage a project, which is a process that connects all other project activities and processes together.
In this essay, the author
- Explains the process of pre-sale and requirements gathering, followed by the creation of a project charter.
- Explains that the project kickoff meeting is the first time the project team and the clients meet. the meeting summarises the goals and steps taken to reach them, while giving a chance for all members to be introduced to those they will be working with.
- Explains that project planning is the most important phase in project management processes, as it ensures the project delivers the desired output and within the constraints.
- Explains the process of pre-sale and requirements gathering, followed by the creation of a project charter.
- Explains that the project kickoff meeting is the first time the project team and the clients meet. the meeting summarises the goals and steps taken to reach them, while giving a chance for all members to be introduced to those they will be working with.
- Explains that project planning is the most important phase in project management processes, as it ensures the project delivers the desired output and within the constraints.
- Explains how project planning, though technically speaking, only aligns with the design phase through the technical designs that are developed in the project plan.
- Explains that the customer interface management (pmo) provides guidance for the project manager and their team for interacting with their client.
- Explains the importance of a good leader, or leaders, to manage the team. pmo ensures that project managers and other team leaders are equipped with the capabilities to oversee and control their team and provide guidance in maximising member participation.
- Explains the pmo's responsibility to ensure that all parties involved in the project are well informed and that the information they deliver is current and relevant.
- Explains that the project management office (pmo) is an essential support structure in an organisation that acts as a source for guidance, documentation, and metrics related to the practices involved in managing and implementing projects.
- Describes project execution as the process from bringing the project to life: turning the documentation into something usable — making it real.
1180 wordsRead More - The Custom Woodworking Company Case Studyopinion essayProject Management Institute (PMI) (2013). Project Management Professional (PMP) Handbook. [ONLINE] Available at: http://www.pmi.org/certification/~/media/pdf/certifications/pdc_pmphandbook.ashx. [Last Accessed 20 April 2014].
In this essay, the author
- States that total assets were $181,000,000 as of december 31, 2012, and sales were $93,250,000 with net earnings of $6,540,000 for fiscal year 2012.
- Explains that prestige worldwide (pw) has been hired to identify the many problems encountered throughout the life of the woody 2000 project, which will be discussed later.
- Opines that changes made late after construction should have been discussed and agreed upon by all stakeholders before being implemented.
- States that total assets were $181,000,000 as of december 31, 2012, and sales were $93,250,000 with net earnings of $6,540,000 for fiscal year 2012.
- Explains that prestige worldwide (pw) has been hired to identify the many problems encountered throughout the life of the woody 2000 project, which will be discussed later.
- Opines that changes made late after construction should have been discussed and agreed upon by all stakeholders before being implemented.
- Argues that a virtual layout of the new building using actual specification could eliminate costly construction areas.
- Opines that cwc had good intentions with the creation of this project, but it was almost surely to fail before it even began.
- Explains that the custom woodworking company (cwc) was founded in 1954 by ron "woody" carpenter, after an apprenticeship as a cabinet maker, specializing in furniture manufacturing.
- Explains that cwc's production efficiency was not reaching its full potential due to limited manufacturing space. bruce sharp persuaded the directors that the time was right for an expansion of their manufacturing business at a new, more spacious location.
- Proposes that the project be called woody 2000, with spencer moneysworth taking responsibility for it.
- Explains the five project management process groups: initiating, planning, executing, monitoring and controlling, and closing.
- Opines that the project manager must create the processes needed to successfully design and execute a project.
- Explains that quality assurance ensures that work is done correctly the first time, with little or no rework. quality was not ensured on several occasions during the woody 2000 project.
- Argues that life-cycle cost analyses should be conducted prior to the starting of the project to determine the most cost-effective option among the different competing alternatives. kim cashman created a monthly cash flow chart, but kept it locked away in his desk.
- Explains how eid failed to procure the building occupation certificate, and kim cashman's "secret" budget planned resulted in project overspending.
- Explains that moneysworth and leadbetter failed to obtain building certifications or utility installations, which led to a delay in plant startup and production. coordination between the different entities of the project should have been much better.
- Explains milosevic's project management toolbox: tools and techniques for the practicing project manager. novartis foundation for sustainable development (2013).
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