Ross Pettit has
over 15 years' experience in the IT industry. A former COO, Managing
Director, and CTO, he also brings extensive experience managing
distributed development operations. He has consulted to companies on
Agile transformation programs, with an emphasis on metrics and
measurement. He is a Client Principal at ThoughtWorks, and Editor of alphaITjournal.com .
CIOs institute program management offices to ensure quality project results, yet the most important IT initiatives - those that are subject to the greatest level of scrutiny - still crater late in their delivery cycle. These failures expose
the "PMO divide" - the gap between the effort-based metrics PMOs
commonly use to measure success, and the results based indicators they should be relying on.
Use requirements, not abstractions, as gatekeepers. What does it mean to complete business requirements and not just tasks, and why does this distinction matter?
Transparency. How can the PMO get unambiguous line-of-sight into what's happening on the ground across the portfolio, both functionally and technically?
Metrics. We need information, not dispirit data points. What is signal, and what is just noise? How does Agile cut through the noise?
Collection. We need to collect project data efficiently, otherwise projects will suffer under the weight of data generation (or simply not report it). How does Agile align with PMO needs so that collecting status data is not a burden to project teams?
Time and effort do not substitute for results. Agile practices align day-to-day execution with executive demands. The PMO is instrumental in making this happen. Join this webinar to learn how.
