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Agile Project Management: The Agile PMO - Leading the Effective, Value Driven, Project Management Office, a practical guide (Agile Business Leadership Book 1) [Kindle Edition]

Michael Nir
4.1 out of 5 stars  See all reviews (37 customer reviews)

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Book Description

Agile Project Management: The Agile PMO - an Amazon Best Seller


The Revealed Secrets of the Shocking Truths about Global PMO Colossal Failures and how to Work around them.

** Uncovered Truths How to avoid a tactical PMO - in which MBA graduates fill the role of secretaries - I know you are asking now - how can it be possible that companies pay 100K $ salaries for administrative work, aren't you? - Read the book and know the answer
** Agile Project Management - What are the signs of a process obsessed PMO - in which the project managers are cringing under the whip of the PMO and how to set them free!
** Limited Vision When the PMO is in love with the lavish tools - and promotes death by SharePoint - what do you do?
** The Ultimate Program Life Cycle inflicting PMO - do you know how to recognize it and provide REAL VALUE

Agile Project Management: The Agile PMO provides answers NOW to all these challenging questions. You will learn to recognize and avoid the PMO traps
Research has proven that most PMOs will be disbanded and flushed away in two years after rollout - make sure yours doesn't
** Join me in this journey to making your emerging Agile Project Management- PMO not only endure but also lead project and portfolio growth and be value driven:
** The Agile Project Management - PMO is a mediating function it enables visibility where there is none, unity where there is disparity, transparency where there is ambiguity, and global breakthrough where there is only local analysis.
** Over the years I have seen too many PMOs blunder and fail due to various misconceptions in the roll out and implementation. The main cause is that PMOs do not learn how to create true and substantial value for stakeholders from the portfolio perspective, and hence lose budgeting and are terminated
** in this proven guide I will provide practical guidelines with the assistance of a case study on how to create and increase value of a PMO in an ever changing environment.
** Ultimately, after reading this guide you’ll know what to do, in order to successfully and reliably lead your Agile PMO.

******* Agile Project Management: The Agile PMO second edition with a solution on How to position The Agile PMO between the Linear Waterfall and the Agile Scrum worlds - - popular demand is increasing Don’t wait, enjoy this price and read now.*********

Exclusive and Genuine Concepts - What is your value from Agile Project Management: The Agile PMO



* Agile Project Management: Alignment with Business – ensuring Value over process
* Agile Project Management: Launching a PMO that is Lean and Mean
* Agile Project Management: Presented in an easy to follow case study!
* Agile Project Management: best practice approach for integrating Agile approaches with traditional overarching linear approaches

HURRY – to get your copy of Agile Project Management: The Agile PMO, Scroll up and Click the buy button now!! 100% Satisfaction Guaranteed



Editorial Reviews

Review

The Agile PMO

This book leads with a single central principle - that a PMO's sole reason for existence is the creation of value for the organisation, and that the single most effective way it can do that is by managing the allocation of resources to projects. Of course, tools, methodology and processes are all good things to have, but identifying how to deploy resources for the best return on that investment is where a PMO really comes into its own.

I initially found such a forceful statement a little hard to swallow, but the book shows (using example scenarios drawn from the author's consulting experience) several ways how the PMO can fail if it chooses to focus its efforts in other directions.
If a PMO focuses on methodology, the PMs may superficially complete templates and processes just to keep the PMO quiet, but the completed templates and processes may bear little relation to reality. Unless the methodology is focused tightly on improving project delivery, this type of PMO merely increases administrative burden on PMs without enhancing value. Again, the PMO will be cut as soon as funding decreases.
The value created can be measured in terms of increasing the number of projects being delivered in a given time (since completed projects create value). As the availability of resources (people and/or money) is usually the single largest barrier to delivering more projects, increasing project delivery is often best achieved by creating a view of project and resource status to enable the most effective utilisation of resources across the project portfolio.
Well worth the purchase price. 
Ken Burrell - June 10, 2013
on: arraspeople.co.uk/

From the Author

View Michael's Presentation about the Agile PMO - November 2013 - Nordic Project Zone

See all Editorial Reviews

Product Details


Customer Reviews

Most Helpful Customer Reviews
17 of 18 people found the following review helpful
4.0 out of 5 stars Good stuff. September 23, 2013
Format:Kindle Edition|Verified Purchase
I recommend it to all PjM’s, who have questions after jumping in the Agile way of working and realized first complex problems to tackle.
Let’s spare some time, with avoiding to reinvent the wheel.
Read this instead! 
Thank you Michael for this really nice summary with lifelike examples.
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9 of 10 people found the following review helpful
4.0 out of 5 stars What not to do, and what to do! June 6, 2013
Format:Kindle Edition
This book leads with a single central principle - that a PMO's sole reason for existence is the creation of value for the organisation, and that the single most effective way it can do that is by managing the allocation of resources to projects. Of course, tools, methodology and processes are all good things to have, but identifying how to deploy resources for the best return on that investment is where a PMO really comes into its own.

I initially found such a forceful statement a little hard to swallow, but the book shows (using example scenarios drawn from the author's consulting experience) several ways how the PMO can fail if it chooses to focus its efforts in other directions.

If a PMO fails to establish the necessary authority and credibility with the Project Manager (PM) community at a sufficiently early stage, it becomes relegated to performing only supportive, administrative work. This is so time-consuming that there is no time to develop more useful services, value delivery is limited and the PMO will be cut as soon as funding decreases.

If a PMO focuses on methodology, the PMs may superficially complete templates and processes just to keep the PMO quiet, but the completed templates and processes may bear little relation to reality. Unless the methodology is focused tightly on improving project delivery, this type of PMO merely increases administrative burden on PMs without enhancing value. Again, the PMO will be cut as soon as funding decreases.

PMOs that function mainly as a home for PMs do little to create value (other than managing the PMs as resources). Despite this it can persist for a long time as business value is not even considered, and the PMO duties are usually carried out by fairly junior (cheap) people.
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6 of 6 people found the following review helpful
5.0 out of 5 stars Practical Guide July 2, 2013
Format:Kindle Edition|Verified Purchase
This PMO guide is useful in the way I describes the value driven PMO, it is written in a well understood language and highlights the important implementation faults to avoid. I highly recommend it to anyone that handles PMO implementations.
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5 of 5 people found the following review helpful
5.0 out of 5 stars Great value - wisdom distilled in a very easy read April 18, 2013
By kencity
Format:Kindle Edition
I am an experienced project manager and am in the process of implementing a PMO for a client and have struggled with getting buyin to the process and governance (decision making). This book really helped remind me that we should be concentrating on the big picture - why is the PMO there - to add value in relation to resource management and delivering strategic projects. Could not recommend it enough.
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4 of 4 people found the following review helpful
5.0 out of 5 stars Read this book - Value driven is important June 30, 2013
Format:Kindle Edition|Verified Purchase
The value driven PMO is a very useful concept, seen also elsewhere, in this book the practical steps for achieving it, or rather the steps that one should avoid, are outlined as well. The case studies illuminate
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3 of 3 people found the following review helpful
4.0 out of 5 stars Lessons Learnt from PMOs - invaluable! November 5, 2013
Format:Kindle Edition|Verified Purchase
Great practical advice on what to do and what not to do when setting up a PMO. Some great examples of how PMOs evolve into non-value add organisations.. Strongly recommended
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2 of 2 people found the following review helpful
4.0 out of 5 stars implement your PMO as an evolution April 12, 2013
Format:Kindle Edition
The eBook gives you a short insight into Michael's experience you could use when you have to set-up a PMO.
The 32 pages are divided into three sections. In the first section you got three examples of PMO failures. For the case of simplicity he keeps them separately but in reality it will probably be a combination. He describes the tactical PMO, the methodology PMO and the project manager PMO. All three PMO's will be disbanded once funds are depleted and the fact that they are not adding value to the organization.
The next section uses a case study to discuss common misdirection of value based PMO's. What will happen if you try to have the whole cake and implement it with a big bang. The next one is about thinking in tools. You first have to get a common understanding concerning methodology and processes or what I am always saying it has to be clear for all involved, it has to be between the ears before you can start talking about tools. The third scenario is the Obstacle creating PMO. If your PMO creates barriers, e.g. due to the chosen methodology, for proper project management, i twill not be beneficial to your organization.
The last section will give you some best practices in creating a value driven PMO. It uses Kotter's eight phases for change leadership to construct and maintain a value adding PMO. A next chapter helps you to define what value is and what value do projects contribute to organizations. For me this is a chapter about proper portfolio management. The last chapter is about the agile PMO - delivering value incrementally. Deliver only what is necessary at the appropriate time. To explain this scenario Michael uses the same case as mentioned before.
The title is a little bit confusing.
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2 of 2 people found the following review helpful
4.0 out of 5 stars Good for what it is (a high-level overview) July 11, 2013
Format:Kindle Edition|Verified Purchase
Nice, brief overview of the Do's and Do Not's of establishing and leading a PMO. Won't take the place of a more extensive dive into tactics and strategy, but a good primer for those starting out.
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Most Recent Customer Reviews
4.0 out of 5 stars Short and Effective!
Short and succinctly explains the need of Agile methodology in today's fast paced, ever changing scenarios. Relates to all industries
Published 9 days ago by Bhanu Vadlakonda
2.0 out of 5 stars Instead of "The Agile PMO," better to call it "Leading Change...
Too much a rehash of so-called "best practices," which in fact, could be used with any other activity and/or change initiative. Nothing new... Read more
Published 1 month ago by A. Rodriguez
4.0 out of 5 stars Four Stars
Good information
Published 1 month ago by Larry
2.0 out of 5 stars Not clear at all
When I started this book, I felt like I was reading a foreign language because I had no idea what the author was talking about. Read more
Published 1 month ago by M
2.0 out of 5 stars Lightweight easy read; not much substance
This was a quick and simple read. I didn't find anything new and I was disappointed by the lack of grounded references or actual data to support some of the recommendations. Read more
Published 2 months ago by Phil Magrogan
2.0 out of 5 stars Misunderstanding of the concept of agile
It's all about value - true, but I think Michael Nir has misunderstood the reasons behind being truely agile, and why some of us are trying to make the business more efficient.
Published 2 months ago by michael poulsen
2.0 out of 5 stars Waste of time
I read the whole thing and know that "agile PMO" is the best thing since sliced bread. Still, I do not know what agile PMO is!! I considered the read a waste of time. Read more
Published 6 months ago by Steve Sokol
5.0 out of 5 stars Detailed snapshot.
For the novice or seasoned program manager, invaluable insight into what you may not have seen clearly. Some of the fog will be cleared.
Published 7 months ago by chris
3.0 out of 5 stars Helpful in some areas, but riddled with inexcusable errors
This book provided good insight into various concepts that surround the establishment of a successful, effective PMO. Read more
Published 7 months ago by PM_SuperFreak
2.0 out of 5 stars It's a Discussion, Not a Guide
If you're interested in a discussion, then this is OK, but it's not an actionable guide to anything. Read more
Published 8 months ago by L. A. Campbell
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More About the Author

Michael Nir - President of Sapir Consulting - has been helping clients overcome business challenges and achieve their potential for over 15 years. He is passionate about Gestalt theory and practice, which complements his engineering studies (M.Sc. and B.Sc.) and contributes to his understanding of individual and team dynamics in business. Michael authored 11 Bestsellers in the fields of Influencing, Agile, Teams, and Leadership. His experience includes significant know-how in the telecoms, hi-tech, software development, R&D environments and petrochemical & infrastructure industries. He develops creative and innovative solutions in Agile project and product management, process improvement, leadership, and team building programs.

Michael's professional background is analytical and technical; however, he has a keen interest in human interactions and behaviors. He holds two engineering degrees from the prestigious Technion Institute of Technology: a Bachelor of civil engineering and Masters of Industrial engineering. He has balanced his technical side with the extensive study and practice of Gestalt Therapy and "Instrumental Enrichment," a philosophy of mediated learning. In his consulting and training engagements, Michael combines both the analytical and technical world with his focus on people, delivering unique and meaningful solutions, and addressing whole systems.

Michael travels extensively to Europe and East Asia, conducting training and consulting. He understands people, organizations and cultures and has a high degree of comfort leading cross-functional and cross-cultural training. Whether he focuses on the "soft side" or on project business skills, or a combination of both, he is effective facilitating learning on myriad topics, including negotiations, conflict management, influence without authority, leadership, body language, and presentation.

His style is facilitative, favoring Socratic Direction, employing a range of techniques, from mind mapping, NLP and accelerated learning to indoor gaming and active playful exercises. He has been working with a multitude of clients in a broad range of industries, ranging from high tech, medical, IT infrastructure, telecom to petrochemical. Michael engages participants from various backgrounds such as sales and marketing, operations, research and development and management.

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