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eventually lead to more coaching needs than the PMO canmanage on its own. Members o the PMO should identiy anddevelop coaches by watching the teams they help and thenproviding training or assistance to help selected individualsbecome skilled coaches. These coaches usually retain theircurrent jobs but are given additional responsibilities, such asspending up to ve hours per week helping a specic team.
Challenge existing behaviors.
When the organization be-gins to adopt Scrum, the members o the PMO look or teamswho are alling back into old habits or whose old habits arepreventing them rom becoming agile. Later, members o thePMO can remind teams that Scrum is about continuous im-provement and can help prevent the onset o complacency.
Although some project-oriented responsibilities go awaywith the change to an agile PMO, some responsibilities re-main, including the ollowing:
Assist with reporting.
In most organizations large enoughto have a PMO, there is usually something like a meeting orweekly report on the status o each project with the depart-ment head. I this is a meeting, it should be attended by ap-propriate project personnel, such as the product owner orScrumMaster. I it is a weekly, standardized status report, thePMO can assist in preparing the report.
Assist with compliance needs.
Many projects need tocomply with standards (ISO 9001, Sarbanes-Oxley, and soon) or with organization-specic rules, such as those or datasecurity. An agile PMO can assist teams by making themaware o such needs, advising them on how to comply, andserving as a central clearinghouse or tips and shared knowl-edge on compliance and similar matters.
Manage the infow o new projects.
One o the most im-portant responsibilities o an agile PMO is to assist in man-aging the rate at which new projects fow into the develop-ment organization. As described in chapter 10 o Succeedingwith Agile , it is important to limit work to capacity. Oth-erwise, work piles up, leading to a litanyo problems. Foreach project completed, a new project o the same size canbe started. The agile PMO can serve as gatekeeper and helpthe organization resist the temptation to start projects tooquickly.