The Rise of Value Management Office - Cracking the code to delivering value efficiently

24 July 2019
By Ankit Tandon, Workforce Senior Manager, PwC Malaysia

Individuals and interactions over processes and tools 
One of the key reasons why some projects fail is not because of the tools or the processes. It’s often the people that are the hardest to manage. Earlier, we discussed enterprise agility and how to turn common challenges around people and culture, the work itself and outcomes, into opportunities. 

Now, let’s explore the values in the Agile manifesto in relation to how projects can be managed. The first Agile value in the Agile manifesto is to focus on people and their interactions over following rigid processes and tools. Processes are important, but they should act as enablers for people to interact, work together, innovate and solve problems. 

Traditional ways are good for managing Waterfall projects* but might slow Agile teams down
When the environment is volatile and the rate of change is high, traditional metrics, tools and governance processes need to be reestablished to manage what is needed and measure what really matters. Having the right governance and metrics is one of the key enablers for Enterprise Agility. 

Value Management Office (VMO) is the way forward for Agile teams
Establishing a Value Management Office is a step away from being a highly process driven function to a more nimble and outcome focused cohort that enables agility by leveraging smaller, lighter weight controls. It is focused more on individuals and their interactions to generate value delivered to customers in the quickest possible time.

_{*Refers to the Project Management Office (PMO) approach. More details in the table below.}

Here is a brief comparison between the two:

Agile teams moving swiftly need nimble ways of governance and management to quickly check progress and respond. They need to have the right metrics to focus on real value delivered to their customers. A Value Management Office is effective in monitoring the progress of Agile teams and enabling them to deliver value to customers using Agile metrics. 

Everything evolves and so has the PMO approach to complement the Agile ways of working. For Agile teams and organisations, Value Management Office is the way forward.

Got questions?
When do you use a PMO vs a VMO? How do you set up the KPIs/metrics that matter? What are the key systemic blockers that impede the flow of value in an enterprise and how do you alleviate them? How can you enable Enterprise Business Agility? Come and have a chat with us. 

About Agile@PwC SEAC Impact Centre
Agile@PwC SEAC Impact Centre is part of PwC South East Asia Consulting (SEAC) based in Malaysia. It is built as a ‘Community of Practice’ across each territory* and is in partnership with PwC’s global network of firms. Our team consists of experienced Enterprise Agile coaches and change agents who help organisations in their Agile journey.   

^{*Territories we partner with include Indonesia, Philippines, Singapore, Thailand and Vietnam}

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