Many years ago I was a Project Office lead. I was responsible for running the project office of two large projects of about $20m each. Back then life was simple. It was waterfall, distinct deliverables and artefacts to be produced and used as part of an analysis-development-test-uat-deployment process.<\/p>\n
In the new world, with Agile coaches popping into large organisations and evangelising people left right and centre, where does the traditional delivery assurance and project office now fit in?<\/p>\n
Being a PMP’d project manager who has lived PMO for a reasonable amount of his career you could could forgive me for saying that i argue that documentation is essential and enables smooth transition of knowledge…<\/p>\n
However…<\/p>\n
In recent years I have moved all of my delivery to Agile (if you want me to claim a type of agile then the closest is Kanban). It wasn’t a smooth path. And I did resist it, but with small teams and a short delivery time line I would now probably always recommend it.<\/p>\n
Part of that agile migration has made me reflect on all those ‘core’ documents I knew and loved.
\nChange control process, risk process, issue process, benefits plan, UAT scenarios, requirements sign off documents, UML, etc…<\/p>\n
In the old world, these were key as they drove the process of delivery. In my new world, where a tool provides just enough information to deliver the software they don’t really exist. Not in their old format…<\/p>\n
Now. I still hold issue, risk, stakeholder management, as items that should be documented. I also support guidelines that help focus delivery – things like critical success factors, core assumptions and benefits tracking (of sorts)<\/p>\n
Beyond that I now feel that, when using agile, the only other artefacts produced should be ones that serve a purpose. That add value. That progress the project or remove blockers.<\/p>\n
The role of delivery assurance and \/ or PMO in this nimble world becomes very hard. There is no set list or artefact template that can be used and the lists of ‘core’ documents becomes harder to justify. Forcing a PM and \/ or Delivery Manager to produce a list or artefacts for artefacts sake just doesn’t hold…<\/p>\n
I believe that documents and process are a good thing. They allow simple tracking of progress and assist to ensure quality in delivery, but in my new agile world, I feel it is much harder for that old world view to integrate with the agile way if working.<\/p>\n
What is agile delivery assurance \/ pmo. I am not sure I know… what I do know is this.\u00a0 An Agile Delivery Assurance approach is required to ensure that skill of PMO doesn’t become a hindrance and still provides the value it is designed to do. Else they become the enemy rather than the enabler.<\/p>\n","protected":false},"excerpt":{"rendered":"
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