Last month we had another active dialogue concerning persistent (or otherwise urgent) issues with our projects and programs leads to best practices after a knowledge sharing conversation.
Below is a highlight of items we discussed at our April PMO meeting of PMI-Silicon Valley chapter. Contributors are senior expert matters sharing their best practices regarding (technical/functional/business) PMO and Program Management issues and success stories.
- Understanding Agile processes as a guideline, and optimizing the golden triangle (of Scope, Schedule, and Cost) of project management to optimize outcome as value-add to our organization.
- How PMO can add value to smaller organization where C-Suite and managers are working shoulder to shoulder?
- Engage upper management to buy their influence, especially in a scrum (creating product backlog, backlog building/grooming, etc.) if possible. Create engagement and visibility.
- Once executives are present and engaged, the processes would increase conversion factors = trust.
- Concentrate on the results than methodology of doing how; action builds trust, that builds value-add.
- Remember that in Agile method everyone shall see the process and org. based collaboration and creates value.
- Involving C-level at project/program level makes that project/program a strategic value-add.