PMO提供的服务

制定和实施标准。提供用户故事、测试案例、累积流图等模板，提供敏捷工具并培训支持小组了解迭代开发概念。
通过培训和指导发展人才。协调敏捷培训课程、教练和导师以帮助员工过渡到敏捷思维模式并升级其技能。鼓励和支持员工参与本地敏捷活动。
多项目管理。通过不同项目交流协调敏捷团队。考虑分享进度、问题、回顾性发现和改进实验等内容。借助适当的框架，帮助管理项目层的主要客户发布和项目组合层的投资主题。
促进组织学习。收集项目进度信息并获取、存储和记录回顾性发现成果。
管理相关方。提供产品负责人培训，指导验收测试以及评估方法，并提供系统反馈。宣扬主题专家(SME)对项目的重要性。
招聘、筛选和评估项目领导。制定敏捷实践者访谈指南。
执行专业化项目任务。培训和提供回顾促进者，与敏捷项目问题解决者订立协议，并提供导师和教练。
资源管理
供应商管理
报告
审核与服从
持续改进

In traditional projects the PMO is a department that centrally supports and guides project managers by introducing, training, maintaining and controlling a consistent and standard set of processes, practices, tools, techniques and templates relevant to project management. In Agile projects, the functions of a classic project manager are distributed between the product owner, Scrum Master and the whole team. In doing so, it seems that the role of the PMO is either diminished or absent in an Agile team. However, in reality, the role of the PMO shifts from a controlling and policing style to that of a supporting, advisory and consultative function. Here are some of the functions that the PMO can play in an Agile organization:
Agile transformation – Help in the journey of Agile transformation in an organization, by working closely with top management, soliciting their support and reaching out to the entire organization hierarchy.
Agile adoption and training – Help in adoption of Agile practices by spreading knowledge, making people aware of the benefits, showcasing success stories and providing comfort, as transitioning from a plan-driven mindset to an adaptive mindset could be disconcerting for a fair percentage of the population. For projects and teams to transition to the Agile way of working, PMO’s can help in coordination of training and usage of the tools (like Jira, Rally, VersionOne, Cucumber, Greenhopper, Kanbanflow, Zephyr, Confluence, Sharepoint, webex, TeamViewer, etc.) and practices are important.
Agile coaching – PMO’s should also bring in experienced Agile coaches to train themselves and Agile team members. As we shall see later in this book, Agile coaches can coach teams (e.g., during ceremonies like planning, daily stand-ups, review and retrospectives) and mentor individuals (e.g., on the finer soft skills, communication, practices, etc.). If sufficient capability is built, PMO’s could take up the role of coaching, advising and mentoring as well.
Agile governance and center of excellence – With the product owners and Scrum Masters around them, PMO’s can form a governing body or an Agile center of excellence for the organization where they uphold principles of Agile, maintain standard tooling, consistent best practices from the industry across teams (with, of course, variability allowed in choosing iteration length, type of contracts, velocity, definition of story points and definition of done).
Resource management – Working together with the human resource and recruiting teams, PMO’s can support project teams by maintaining a healthy balance of supply and demand. The supply consists of a pool of skilled resources that needs to be deployed across projects based on their respective needs. They can also work with facilities and property services to serve the needs of the team to sit together and arrange furniture to create a caves-and-commons environment.
Vendor management – Assist Agile teams by following standard and consistent operational steps related to vendor management. For example, at an organization level they could orchestrate master service agreements (MSA’s) with preferred vendors that have already been selected. At a project level, the Agile teams could strike up contracts with the same set of vendors that inherit the same terms and conditions from the MSA, but customized specific to the project needs. This saves a lot of time.
Reporting – PMO’s could also help in collating and reporting status to senior management, especially for large programs where there are multiple small Agile teams at play, often at distributed locations, each producing its own lightweight version of statuses.
Audits and compliance – Help in performing and coordinating internal and external audits especially where compliance9 to industry specific laws and regulations like SOX, HIPAA, Dodd-Frank, Basel, FDA and BS7799 are concerned. PMO’s could track noncompliance, educate and help teams to adhere and take corrective actions.
Continuous improvement – Keep track of non-value added activities that bothers a team (and cannot be addressed at a project level), help and influence the management to take decisions to eliminate them (e.g., chains of approvals and signoffs) and encourage the team to continuously improve their practices. PMO’s could also act as a channel for communicating best practices from one project team to another in the same organization.

翻译：

在传统项目中，PMO是一个通过引入、培训、维护和控制与项目管理相关的一套：连贯的、标准的过程、实践、工具、技术和模板，集中地支持和指导项目经理的部门。在敏捷项目中，典型的项目经理的职能是在PO、Scrum Master和整个团队之间分配。在此看来，PMO的角色似乎在敏捷团队中被削弱或缺失。然而，项目管理办公室的作用已从控制和维持治理转变为支持、咨询、协商职能。以下是PMO在敏捷组织中可以发挥的一些功能：
敏捷转型：在组织的敏捷转型过程中提供帮助，与高层管理人员密切合作，寻求他们的支持，并延伸到整个组织层次。
敏捷的适用性和培训：通过知识传播、让人们意识到敏捷的好处、展示成功故事和提供安慰来帮助敏捷实践的采用，因为从计划驱动的思维模式到适应的思维模式的转变可能会让相当一部分人感到不安。对于向敏捷工作方式过渡的项目和团队，PMO可以帮助协调培训和使用工具（Jira、Rally、VersionOne、Cucumber、Greenhopper、Kanbanflow、Zephyr、Confluence、Sharepoint、webex、TeamViewer）和实践。
敏捷教练：PMO也应该引入有经验的敏捷教练来培训他们自己和敏捷团队成员。敏捷教练可以指导团队（例如，计划、每日站立、回顾和回顾等仪式中），也可以指导个人（例如，在更精细的软技能、沟通、实践等方面）。如果建立了足够的能力，PMO可以承担指导、建议和指导的角色。
以卓越为中心敏捷治理：与PO和Scrum master, PMO可以形成一个管理机构或敏捷的卓越中心的敏捷的组织，他们坚持原则，保持标准的工具，从行业跨团队一致的最佳实践（当然，在选择迭代长度、契约类型、速度、故事点定义和DoD时允许可变性）。
资源管理：与人力资源和招聘团队一起工作，PMO可以通过保持健康的供需平衡来支持项目团队。供应由技能资源池组成，需要根据各自的需求在项目之间部署。他们也可以与设备和物业服务一起工作，以满足团队的需要，集中坐在一起，并安排办公环境，创造一个洞穴（Cave）和公共环境（Common Place）。
供应商管理：协助敏捷团队遵循与供应商管理相关的标准和一致的操作步骤。例如，在组织级别，他们可以与已经选定的首选供应商协调主服务协议（MSA）。在项目级别上，敏捷团队可以与同一组供应商签订合同，这些供应商从MSA继承了相同的条款和条件，但是针对项目的需求进行了定制。这样可以节省很多时间。（组织过程资产里面的合格供应商清单）
报告：PMO还可以帮助整理并向高级管理层报告状态，特别是对于有多个小型敏捷团队参与的大型项目，通常在分布的位置，每个团队产生自己的轻量级报告状态版本。
审计和合规：帮助执行和协调内部和外部审计，特别是在符合行业特定法律和法规，如SOX、HIPAA、Dodd-Frank、Basel、FDA和BS7799的情况下。PMO可以跟踪不合规情况，教育并帮助团队坚持并采取纠正措施。
持续改进：跟踪那些困扰团队的非增值活动（在项目级别无法解决：例如财务付款的重重审批、资源、设备申请的障碍等等），帮助并影响管理层做出决定以消除这些障碍（例如，批准和签字链），并鼓励团队持续改进他们的实践。PMO也可以作为在同一组织中从一个项目团队到另一个项目团队交流最佳实践的渠道。

Agile 敏捷实践管理专区

敏捷 PMO

PMO提供的服务