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The Thimbles Summary
The Agile PMO
The book in one sentence
A project management office earns its place not by enforcing tools and templates but by helping the organisation decide where to spend its scarce people and money, and setting one up is a change programme that needs leading like any other.
Who it's for
Managers asked to set up or rescue a project management office (PMO), project and programme leaders frustrated by bureaucracy, and executives wondering whether their PMO is worth what it costs.
The big idea
Many organisations create a PMO to bring order to their projects. Many of those PMOs then struggle or are quietly shut down. Nir, a consultant with long experience in project and product management across technology, telecoms and engineering, argues that they fail because they focus on the wrong thing. They pour energy into methodologies, reporting formats and software, hoping these will prove their worth. What leaders actually need is help making good decisions about which projects to fund, staff and stop. Nir’s answer is to treat building a value-driven PMO as an exercise in change leadership, using John Kotter’s well-known eight-stage model.
The full summary continues with the five ideas worth keeping, three things to try this week, the 5-minute deep dive and our full verdict, as a PDF to keep.
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