Marketing and Agile are a match made in heaven. And PMOs have an important role to play in helping Marketing teams take the Agile plunge.

The US Senate has unanimously approved the Program Management Improvement and Accountability Act.  PMI are pretty excited about the bill - they have been vocal about their endorsement of the bill. But what does it mean for Project Management professionals?

An interesting example of Agile in the construction industry that almost lead to London, UK having a tower to rival the Eiffel Tower in Paris.

The problem with lessons learned reports is that they are usually sterilized to the point of being meaningless.

Call3 is a new way of sharing lessons with a simple premise: When project managers initiate new projects, they must call three nominated people and have a 30 minute conversation with them about the project. 

We are in an age where we can (and do) gather increasing amounts or data about our organizations, projects, suppliers, markets and people. These sources could be used to make better data-driven decisions about how we deliver projects and seek to extract value from them. But despite the obvious potential, few PMOs have made progress with tapping into this pool of data.

When delivering within fixed iterations to high standards of quality, the only thing you can flex is the scope. Combining the simplicity or MoSCoW with the customer-centric view that Kano provides, gives us a powerful lexicon with which to explore the mix of requirements we are delivering and make effective decisions.

You could argue that if there was one single thing that you would expect PMOs to be good at, it would be Metrics. After all, PMOs often exalt the mantra that 'the PMO is the single voice of truth!'. 

But PMO analysts seem to be far less savvy about the metrics that are important in agile environments. Well never fear - we've pulled together the definitive collection of Agile Metrics for your performance indicating pleasure...

Recently, several people have commented that as a profession, PMO and Projects people tend to be negative. But are we really?

Traffic-light status reports can be used to conduct macro-analysis, revealing trends in your project portfolios that the PMO can help mitigate.

PMOs are amazing repositories of data. But what good is our data if it sits, languishing in spreadsheets or PPM tools? Data is there to help us understand what's going on. By making that data visual, we make it easier to see patterns in the data.

When we talk about forming, restructuring or reinventing PMOs, we tend to think in terms of delivering a standard set of services that PMOs are known for delivering. But there is another way taking a Resource-based view.

'd like to share a PMO Antipattern with you. For those of you who are unfamiliar with the term - antipatterns are repeated practices that initially appear beneficial, but result in consequences that outweigh any of the hoped-for advantages.

How many different types of PMO are there? There are a number of ways that PMOs can be classified - do you operate at team, department or organisational level? Are you a project PMO, program PMO or Portfolio PMO? Are you resource driven, or results driven? 

Are you a manager or a leader? or Both? What roles does the modern manager need to master?