Since so much of Agile is determined by the team based on traveling light and only doing what is needed - where does the PMO fit in this arrangement? Is it necessary for them to audit the process and ensure the team is functioning correctly? The PMO can be a very beneficial function (asides from the bad will that can occasionally develop) but where does it fit in Agile?
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PMO can sometimes feel like cramming a round peg into a square hole to me with regards to agile. The best way I've seen it explained in a way that makes sense to me is from Sanjiv & Roland's Lean Agile PMO talk from 2007. Slide 18 of 21 has an excellent PMO diagram with "linking pins" that shows how Project Teams roll up into Lean-Agile-PMO which roll up into a Steering Committee. |
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Is it too facetious to say the role of the PMO is to help the team "travel light and only do what is needed"? PMO often has insights into the larger organizational policies, procedures, climate, politics that can help team/PO and others eliminate impediments. It depends on whether they see themselves as guardians of process or continuous improvers of it. |
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