on 5 November 2013
I am a very experienced programme manager and developed PMOs. I thought this would be a little tool to pass on to new members of PMO teams.
I was actually taken aback at the lack of real information and case studies. The body of work is double spaced, 66 pages with a few spelling errors - frankly poorly produced. Very light - too light for what the book was aiming to do. As well, there are 14 pages of 'sales' - of why to buy his OTHER books! I say steer clear away from this! It would be a better investment to take the money and take your Programme Manager for a cup of coffee and talk about a common sense approach to the need of a PMO.
on 11 November 2014
Very Disappointed, the title states Agile PMO, and the book says nothing about Agile approaches and how the PMO can support them.
Instead, the book has a focus on what PMO's are out there, and how to set them up and add value; again, if I read it in 1 hour, this goes to show that the topic is extremely light weight.
The types of PMO mentioned are nothing I've heard of before (and I've been around PMO's for over 15 years), and they are certainly no terms used by PMI or the P3O guides.
The PMO set up, is repeating Kotter's change management approach. Again, anyone who has set up PMO's before, knows that it is a piece of organisational design, and the people change is critical, therefore change management is at the heart of any implementation.
Finally, the add value - the book suggests focus on resources and prioritization of projects (obvious), yet, earlier in the book, there is a point where the focus on process and tools will fail. Anyone who has implemented PMO's will say there has to be a focus on all aspects, and if the people are not trained and brought on board, and the process is not in place, then the technology will not work, and ultimately there will be poor information, and poor decision making therefore no value to be add.
To add if the PMO focus on a process to capture key resources, the process may need to change next month to capture other key resources, and this keeps annoying project managers.
Overall, the experience of setting up PMO's, the industry knowledge of PMO's and the title suggesting Agile (yet no mention of Agile development), plus the size of the book, suggests there is little experience and understanding of PMO's.
There are better books on Change Management, and better books on PMO's.