This post is about learnings and reflections of our mob programming teams from an enterprise perspective. Not so much about the benefits for the team itself, but the impact on the organisation and its processes, the obstacles that may appear, and the ways to navigate around those obstacles. Continue reading
In April 2010, the Icelandic volcano Eyjafjallajökull’s dramatic eruption caused an ash cloud that kept the travel industry in its vicious hands for several days. The closure of the european airspace resulted in 100,000 cancelled flights…
Seven years later, one morning in March, two meetings take place.
Meeting 1: Replanning of Enterprise Project X
Project X has been running for more than two years and has reached a serious state. The implementation involves 10+ teams and an external vendor. Not only are the budget, plans and scope dark red from a traditional PMO RAG status view, but energy and motivation are drained, teams are exhausted, and project management is lost. Continue reading
An agile PMO is really a contradiction; the PMO is a conservative enterprise project-centered administrative function. Not the first association that comes to mind when someone says agile. At the same time, in a large company the PMO can provide a lot of valuable support.
So, in my new role as PMO Lead I thought I could do things differently. But after six months I found myself stuck in vicious circles of reporting and planning further and further away from the real work. (Meanwhile the real work didn’t exactly go in the right direction either…)
This story is about how I transformed my PMO role and what a more agile PMO could be like. Continue reading