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Summary
Agile methods have brought about dramatic changes in how organizations manage and deliver not only IT services, but their entire product and service value streams. As legacy organizations transition to newer, end-to-end agile operating models, the Project Management Office (PMO) needs to redesign its mission and operation to be more in line with these modern ways of working.
That requires being more customer-focused and value-adding, and less hidebound, bureaucratic and tied to antiquated processes and mindsets. Visionary leaders are transitioning into enablers of this change, and maximizing value through the entire organization. Middle management, including program and project managers (PMs), are racing to maximize their professional relevancy in this new world.
This book defines the role of the agile value management office (VMO), using case studies and a clear road map to help PMs visualize and implement a new path where middle management and the VMO are valued leaders in the age of business agility.
Author Biography
Roland Cuellar was the senior vice president of business agility at LitheSpeed, where he helped large organizations move towards end-to-end agility. For the last fourteen years, Cuellar focused exclusively on agile software development and lean business process improvement.
Audrey Scheere is the senior vice president of marketing and training at LitheSpeed, where she directs the team’s strategic initiatives and portfolio of services. Scheere has been a project consultant for ten years, focusing on media and communications.
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