A Question of Agility: Expert Answers

This blog was updated April 9th, 2024.

In one of our webinars on The State of the PMO, we had a flood of great questions—so many, in fact, that we ran out of time to answer them all during the session. 

A big chunk of those questions focused on the relationship between Agile methodologies and the PMO (Project Management Office).

To help unpack those themes, we caught up with Gary Alvord, one of our Senior Consultants and in-house Agile experts. Gary had just wrapped up a high-stakes assignment, where he implemented Agile tools on the fly to rescue a struggling financial services project. 

Here’s his take on the intersection of Agile, Lean, and traditional PMO practices.

Q: What Agile and Lean techniques have you seen applied to PMOs to improve their effectiveness?

Alvord: Both Agile and Lean, as well as Traditional project management, share much more than they differ. Of course, the team and Project Manager must review which tools of each approach apply to their project. The things that would make a Lean or Agile project successful should work for any kind of project, not just software development.

Problems occur when dogma is applied arbitrarily to a project simply due to PMO policy and procedures or to what was on some seminar checklist.

Agile is typically seen in the software development universe. Lean is more often applied in process improvement. If you face a situation where “we need to get a website up today, and we can make it better over time” then that is in Agile’s sweet spot.

If you’re facing a situation like, “We need to improve the throughput of auto manufacturing by 0.8 this quarter,” then Lean techniques may be the best approach.

Agile techniques work best with a highly (daily) engaged owner and a somewhat self-governing team. I’ve heard it stated that Agile requires self-governing teams and that if you have self-governing teams, you don’t need Agile.

In my opinion, a highly engaged owner may be more critical to a project than even a self-governing team. This is also true for any traditional project.

Lean is more about process improvement. Lean is about “cutting the fat” or “muda”—wasted efforts over the course of iterations due to unnecessary or over-burdensome processes.

PMOs often view individual Projects as objects flowing through a Process. Processes are good when they have been tailored to meet the objectives of the Owner or Client. All too often, some processes are forced in order to meet the objectives of the PMO.

Agile is great for kickstarting a project where the owner doesn’t really exactly know what they want; however, they will know it when they see it.

Both Lean and Agile principles call for delivering value fast. PMOs can certainly provide assistance with Business Analysis methods to determine “value.”

PMOs can also provide enormous value to the “Project Team” by helping to unencumber an Agile team with unLean processes.

So, regarding the original question about which techniques, we’ve seen all kinds of techniques utilized to create value for the customer. It really depends on the organization.

PMO Coaches and Project Managers can help with the proper application of these techniques. As this may involve a significant change to how “things are done,” then a strong, steady Change Management effort will likely be required.

Q: Please address agile versus traditional project management practices being supported by a PMO

Alvord: A PMO looking to support Agile techniques may find resistance to change by developers to be a real drag on increasing the rate of value delivery.

The PMO must drive these changes, but it’s more difficult than providing checklists—it requires active engagement, often with “self-governing” teams that have no formal PM training or presence.

A PMO may also use the opportunity to expand its mission by providing constructive guidance to teams and individuals who are not members of staff. This may include contractors or non-PMs, who still must report progress to the PMO.

Reducing “Capital A Agile,” “Capital L Lean,” and “Capital W Waterfall” to “be more agile and lean with the flow” tends to remove “Dogma” and create more “doing.” Use the tools and techniques that work.

Q: Trying to align Agile and a PMO is a real challenge — any suggestions?

Alvord: A bit of self-reflection may help a PMO. Go back to basics with the PMI definition of Quality: do those things that are necessary and sufficient.

The goal of a PMO should be to deliver value. So, I really don’t believe that Agile and PMO have different goals.

Of course, any process method implemented to perform strategic work should be aligned with the goals of the organization.

Begin by asking what strategic goals the PMO serves of your company, and use the processes that will deliver the most value.

Q: Please talk about looking at and approaching agile differently? Not shoehorning a project into the methodology.

Alvord: All too often, PMOs fall into the role of Master Progress Report Generator.

While progress reports are a necessary component of upper management monitoring and control, the object of a project is to deliver value.

Shoehorning a quick development project into Waterfall, and thus delaying any value delivery for six months only because that’s the way it’s always been done, is arguably not in the interest of the customer (internal or external).

Those Monthly Master Progress Reports need to be turned into Monthly Master Value Reports. This should really be done if traditional, agile, bi-modal, tri-modal, multimodal, or whatever.

Projects need Management and Control. Projects often have phases, each of which goes through a level of closing. Projects and tasks need to be Initiated, Planned, and Executed.

Agile may use slightly different terms, may use a timebox differently, and may have more mandated owner involvement.

Agile projects still need the same things traditional projects need and can greatly benefit from experienced Project Managers and Business Analysis.

This is simply another opportunity for the PMO to train and educate for the benefit of the organization.

If your development teams don’t know about the expectations of the PMO as to traditional Project Management, then teaching them Agile may be a perfect way to bring that message home.

With a number of Scrums/Sprints, the PMO may get a chance to help developers practice those IPECC cycles over and over.

FAQ

What is an Agile PMO?

An Agile PMO (Project Management Office) supports Agile delivery across the organization without enforcing traditional, rigid processes. Rather than controlling projects top-down, it enables teams by providing guidance, removing impediments, fostering collaboration, and aligning Agile practices with business goals.

What’s the role of a PMO in an Agile environment?

The PMO can act as a coach, resource hub, and change driver. It doesn’t have to own every detail—it just needs to support teams in delivering value efficiently, whether through Agile, traditional, or hybrid approaches.

Should we always use Agile for fast projects and Lean for process improvement?

Generally, yes—but it depends. Agile is great when the end goal is still a little fuzzy. Lean is great when you know what you’re trying to improve. But again, use what works. Don’t force a method onto a project if it doesn’t fit.

How do we avoid being too rigid with methodology?

Ditch the dogma. Use the Agile and Lean  PM pieces that make sense for your project and team. Stay focused on outcomes, not adherence to a specific framework.

What’s the best way to start blending Agile into a traditional PMO?

Start small. Pilot Agile practices with one team or project. Track results. Then, build momentum. And don’t forget: education and change management are your best friends.