• Publisher

    Berrett-Koehler Publishers

  • Date of

    September 7, 2021

  • Book size

    240 pages

  • Format

    Paperback, Kindle, & Audiobook


About the book

Agile methods have brought about significant transformations in how organizations handle and deliver not only IT services, but their entire product and service value streams. As legacy organizations shift to newer, comprehensive, end-to-end agile operating models, the Project Management Office (PMO) needs to redesign its mission and operation to be more in line with these modern ways of working. 

That requires being more customer-focused and value-adding, and less hidebound, bureaucratic and tied to antiquated processes and mindsets. Visionary leaders are transitioning into enablers of this change, and maximizing value through the entire organization. Middle management, including program and project managers, are striving to enhance their professional relevancy in this new world.

This book outlines the function of the agile value management office (VMO), utilizing case studies and a clear road map to assist project managers visualize and implement a new path where middle management and the VMO are valued leaders in the age of business agility.

AIPMO Review

Rating: 6.2 – “From PMO to VMO: Managing for Value Delivery” offers a reader-friendly layout accentuated by pen sketches, albeit in black and white. Its title suggests a detailed exploration of the transition from Project Management to Value Management Offices, yet it predominantly focuses on Agile methodologies. The content, while relevant to current Agile practices, could benefit from incorporating a global perspective and in-depth analysis on PMO management, potentially narrowing its resonance with international audiences. The readability is hampered by a mismatch between title and content, and although the book is well-structured and uses accessible language, it falls short on delivering a cohesive reading experience for PMO to VMO enthusiasts.

The book’s practical value may be subject to evaluation; it covers product development stages and touches on PMOs and VMOs but but falls short of providing detailed, actionable insights for PMO professionals, who might find the Agile discussions interesting but not tailored enough to their needs. Its originality is acknowledged through the introduction of concepts like inverse Conway’s law within an Agile framework, but limited coverage and improper attribution in areas such as the Dreyfus competency model detract from its novelty. The case studies add diversity but could be enhanced with the analytical depth required for a solid understanding, calling for more robust research support.

The authors’ Agile expertise is evident, yet a broader range of citations and perspectives would enhance the book’s credibility. While motivational, the content’s superficial examination of VMOs and the book’s title misalignment may disappoint readers seeking a thorough dive into PMO and VMO dynamics. Recommendations include reevaluating the titling for accuracy, expanding the bibliography, and strategically enhancing visual elements to better complement the text and facilitate learning.

AIPMO's 10-point scale