Let me start out by saying that I think Scrum is an extremely valuable framework for development projects and that my intent is not to be disparaging to the Scrum Master or Agile Coach roles. Quite the contrary. We all know that certifications make us more marketable and increase our earning potential, these are the main drivers for pursing the path for any certification. At issue is the designation and process for Scrum Master certification. The training is beneficial but as a certification it is lacking in both depth and prestige when compared to other professional certifications. If I can quote Ken Scwaber, one of the founders of Scrum and The Scrum Alliance, “Scrum is easy to use but difficult to master”. The Scrum Master certification is a starting point and while often compared at a parallel level to the Project Management Professional designation of PMP, they are very different levels. Grant it the roles are very different, with one being “part of the team” (Scrum Master) and the other “directing the team” (Project Manager). We’ll look at the certification and requirements for both.
Continue reading “What to make of Scrum Master certification?”
Value can be subjective. The value of a PMO to any organization is how it is aligned to organizational goals. By aligning these goals, the best-fit PMO framework can be applied to sufficiently support business needs. The Project Management Institute (PMI) performed an in-depth analysis on the state of PMO Frameworks . They sought out to determine a basis for defining frameworks and associated characteristics and value-add for each of the entities. The result was five distinct models.
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Change at the individual level can help lead to team and organizational transformation. In order to do so, leaders need to embrace new methods of leadership. Organizational leaders need to provide an environment of empowerment and trust, which in turn, often lead to innovation and change. Through planned growth and talent development, organizations can provide the needed education, training, and tools for individuals and teams to thrive, and prepare for cultural and organizational changes. This helps the organization meet their goals. How is transformation measured? Are we looking at human, and social capital, as well as the bottom line? How are leaders fostering transformative change?
Continue reading “How do we define and evaluate success in project management?”
Everyone has heard the statistic that most PMO’s fail within the first 3 years. You also might know, that the number 1 reason they fail, is that they don’t add value. How can we ensure that we are adding value? Seems like an easy question, but turns out, it’s not. The answer is…it depends. What value means to each organization could be very different, depending on the business model, maturity model, norms, culture, appetite for risk, organizational structure, and skill sets within the organization. I propose that a more fluid and dynamic PMO model would work best in most organizations.
Continue reading “A Case for The Methodology Agnostic PMO”