You might have heard the term ‘bimodal’ – adopted to demonstrate that the PMO supports both traditional waterfall projects and Agile-led projects. But that’s not the case, the term if anything should be ‘trimodal’ because the PMO is increasingly supporting DevOps too.
DevOps is a combination of software development (Dev) and IT operations (Ops) and is focused on continuous delivery. An example would be an ever-evolving financial or business app – there is no end date as such. Another way of looking at it is not so much project management as product management.
DevOps is not an area that PMO Flashmob has explored in any great detail but we have so many questions.
- What are the differences between project and product management?
- What challenges are there with DevOps work and teams?
- What are some of the main areas the PMO needs to be thinking about if we are to support DevOps teams and work?
- What stays the same and what changes in the PMO?
Consider this from our guest speaker for the evening session:
In many organizations, the project deliveries are monitored by a function called a project management office (PMO). Does a PMO still exist in a product-oriented enterprise? The answer is yes, but to operate, the PMO will need radical reengineering.
Join us for an evening PMO Flashmob session on Thursday 22nd October where we will explore these questions and understand what ‘radical engineering’ looks like for the PMO.
How to Join Us
It takes place on Thursday 22nd October via Zoom
We kick off 6pm for 6.30pm and finish around 8pm.
You’ll receive the joining instructions the week before the event.
Tickets cost £10+VATBook Today
More About Jon
Programme Director for a number of International Strategic Change and Regulatory Programmes. Including Agile organisational change $100 million, Agile IT Transformation, New Product Development $28 million, Project Audit and recovery activities. Certified Scrum Master with experience of TDD, BDD, CI, and Agile Transformation with SAFe and Disciplined Agile. Certified PMO Value Ring consultant.
As head of change delivered a portfolio of $68million established portfolio and governance processes reducing costs by 10% in six months. Established an Agile PMO, set up and ran a PMO as part of a £10million ring-fence activity, delivered a number of regulatory programmes.
Jon also teaches the popular Lean-Agile PMO course for PMO Learning
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