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Abstract:The development of “Agile” processes has introduced new ways of thinking about Project Management, which impact Project Management Organizations in various ways. This paper divides the range of practices commonly found in PMOs into Project Management, Program Management, and Portfolio Management, and identifies how the introduction of Agile processes such as Scrum impacts these areas. We find that Agile processes have strong effects on the conduct of Project Management, moderate effects on the conduct of Program Management, and weak effects on the conduct of Portfolio Management. Finally, we note that that Portfolio Management is more naturally aligned with Agile principles than are Program and Project Management, and conclude that one effect of the growing adoption of Agile methods is to bring the perspective of Portfolio Management down to the project level.
Contents1 Introduction 2 2 The Classic PMO 2 2.1 Projects, Programs, and Portfolios 2 2.2 Project, Program, and Portfolio Management 3 2.3 Asking the Right Questions 6 3 How is Agile Project Management Done? 6 3.1 Project-Management Process Groups and Knowledge Areas 6 4 How is Agile Program Management done? 9 4.1 Program-Management Knowledge Areas and Process Groups 9 5 How is Agile Portfolio Management done? 11 5.1 Portfolio-Management Knowledge Areas and Process Groups 12 6 Analysis 12 7 Conclusion 13
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