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From PMO to VMO

Release Date: 2021/09/01
ISBN: 9781523091386
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When so many enterprises have the strategic goal of maximizing product value to customers, changing their project management office (PMO) into a value management office (VMO) will help them do it.

Because of the widespread adoption of agile methods in organizations, there is a rapidly growing shift from a focus on projects to one on products. This shift brings dramatic changes in how organizations manage and deliver not only IT services but their entire product and service value streams. Whatever methodology is being implemented, success at all levels is inextricably linked back to a clear understanding of customer value and customer-driven outcomes across teams.

This book shows program and project managers how to maximize their professional relevancy in this new world. They must shift from being program managers to value managers, maximizing value through the entire organization. This book defines the role and skills of the value manager, using case studies and step-by-step guidance to help readers visualize and implement a new path where middle management and the value management office are valued leaders in the age of business agility.

Table of Contents

  1. Cover
  2. Title Page
  3. Copyright Page
  4. Dedication
  5. Contents
  6. List of Tables
  7. List of Figures
  8. Foreword
  9. Preface
  10. 1. Introducing the Agile VMO
    1. Middle Management Is the Keeper of the Execution Model
    2. PMOs Are under Attack
    3. Transforming the PMO into an Agile VMO
  11. 2. Defining an Agile Process
    1. Establish High Discipline as the Driving Goal for All Your Agile Processes
    2. Take a Calibrated Approach to Defining Your Agile Processes
    3. Define Metrics That Support and Drive Dynamic Transformation
    4. Develop Process Controls as Natural Outputs of the Process
  12. 3. Organizing around Value Streams
    1. Organize as Adaptive Networks of Teams
    2. Define Flexible Value Streams by Customer Journeys
    3. Establish the VMO as a Team of Teams
    4. Fund Experience-Aligned Teams by Value Stream
  13. 4. Adaptive Planning
    1. Large-Project Lock-In
    2. Working the System
    3. Negative Customer Outcomes
    4. Conform to Value Rather Than Comply to Plan
    5. Plan, Deliver, and Measure in Small Batches
    6. Measure Business Outcomes, Not Stage Outputs
    7. Sense and Respond to Business Conditions
    8. Apply Adaptive Planning at Multiple Levels
    9. Conduct Strategy Planning—Scenario Planning, OKRs, and MMPs
    10. Conduct Portfolio Planning—Portfolio Kanban
    11. Conduct Product and Release Planning—Product Road Map and Big Room Planning
    12. Conduct Sprint/Iteration and Daily Planning
  14. 5. Tracking and Monitoring Program Flow
    1. Understand Visual Management Systems
    2. Track and Monitor Program Flow with VMSs
    3. Drive Continuous Learning and Adaptation
  15. 6. Prioritizing and Selecting MMPs
    1. Plan for a Fundamental Shift from Project to MMP Delivery
    2. Select MMPs for Maximum Financial Impact
    3. Use WSJF to Prioritize and Select the Most Impactful Options
  16. 7. Evolving a Funding and Governance Strategy
    1. Budget, Predictability, and Outcomes
    2. Flexible Funding: What Will Consumers Value?
    3. Provide Fixed Funding for Value Streams
    4. Strategize More Frequently; Annually Is Not Fast Enough
    5. Monetize at the Feature Level
    6. Devise a Fixed-Cost Model for Your Stable Agile Teams
    7. Adopt Business Outcomes as Key Governance Controls
    8. Utilize a Lean Business Case
    9. Require Frequent Delivery, and Measure Incremental Business Results
    10. Recognize That It Is Fundamentally about the Time Value of Money
  17. 8. Managing Organizational Change
    1. Recognize That Change Is Extraordinarily Difficult
    2. Design and Set Up a Holistic Change Management System
    3. Position the VMO to Drive the Change
  18. 9. Setting Up Your Agile VMO
    1. Create the VMO as a Cross-Functional, Cross-Hierarchy Team of Teams
    2. Ensure End-to-End Representation with Clear Roles and Responsibilities
    3. Establish the VMO’s Meetings and Cadence
    4. Launch the VMO
    5. Manage the Agile Life Cycle
    6. Manage the Agile Life Cycle—Getting to Ready
    7. Manage the Agile Life Cycle—Getting to Done
    8. Scale Up the VMO to Multiple Levels with an Enterprise VMO
  19. Notes
  20. Acknowledgments
  21. Index
  22. About the Authors
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