Description

Duration

Two Full Days or Four Half Days

Overview 

One of the significant obstacles to on-time, on-budget delivery is the over-commitment of resources. The PMO is often caught in the middle, prioritising projects considered high-priority and allocating resources committed elsewhere. It’s a bureaucratic nightmare that slows things down to a crawl. Something has to change if the enterprise is to keep up with today’s fast-paced business environment.

The PMO has to adopt a more agile mindset before leading the change toward becoming an agile enterprise. Being agile means turning into creative problem-solvers, rapid responders, and iterative collaborators who turn feedback into innovation. An agile PMO thrives on complex problems and changing conditions, preferring team empowerment to top-down autocracy. If this describes the way you want to operate, then the opportunity to lead change in the enterprise is yours for the taking.

“Be an Agile PMO or Be Left Behind”

Topics Covered

• Define what agile means to your organisation
• How to use the right measure of success
• Status meetings are dead. Long live agile progress reporting!
• Enabling value-driven delivery Agile PMO’s
• How to Govern with a light touch
• Mind the Agile PMO backlog
• The Agile PMO as Trusted Advisor