ABSTRACT
This chapter considers the relative value to the organization going forward of a project management office (PMO) and a software value management office (SVMO). The Office of Budget and Management (OBM) of the State of Ohio in the United States has a VMO with an excellent explanation of its motivation. In Agile organizations, the function of the SVMO would be to get the business units to collaborate with the technical team on assigning value to features and epics and making that value visible so everyone is focused on driving value for the project. Each of the metrics for the performance of the SVMO needs to be measured for each level: portfolio, product/program, and team because the nature of the software value information required will be different. The chapter explains that earned value management (EVM) and software value management are different, but could be made to work together where EVM is a required process.
