More than 10 years after the signing of the Agile Manifesto, agile is now officially mainstream. PMI is offering an agile certification, and you can hardly find an IT job description that doesn’t ask for some sort of Agile experience. As a community, we’ve become pretty good at setting up agile teams and delivering agile projects. The next frontier for agile methods is tackling the enterprise, and one of the toughest nuts to crack will be the traditional PMO.
In larger, more complex environments, it isn’t sufficient to pair a single product owner with a single team and expect that the work of the business is going to get done. We are dealing with larger, more diverse groups of stakeholders, individuals whose needs often compete for the attention of the team. Furthermore, the teams have to work together in more complex ways that require tighter integration across teams to deliver larger, more complex feature sets.
This talk will explore patterns for dealing with more complex organizations, managing interdependencies between teams and balancing tradeoffs to optimize the project delivery organization. The key questions to answer are "When will we be done?" and "What will we get for our time and money?" We want to give the PMO a way to answer this question without having to resort to traditional plan-driven approaches. This talk will lay out just such an approach.