PMO se transformer ou disparaître - agile en seine

Pour rester compétitif dans un monde en constante mutation, Renault accélère sa transformation digitale et ancre l’agilité à l’échelle au cœur de sa stratégie.

Le PMO traditionnel, focalisé sur le respect du scope, du budget et des délais doit évoluer.
Dans un contexte d’agilité à l’échelle, où cadence, adaptation et alignement stratégique sont essentiels, comment rester pertinent quand les équipes gagnent en autonomie et que les cycles s’accélèrent ?

Chez Renault, deux réponses ont émergé :
Côté Digital Value Stream, avec la création d’un nouveau rôle, Value Management Officer, qui redonne du sens, aligne les efforts sur la stratégie, et surtout, crée de la valeur visible et partagée.
Côté Ingénierie Véhicules, avec l’évolution des missions vers la synchronisation transverse et la performance des équipes.

Résultat : le PMO ne disparaît pas, il se transforme pour devenir un acteur clé de l’agilité à l’échelle.

1. PMO : se transformer ou disparaître … Damien Schutze VMO Renault Esra Soner Dir . Performance Renault Gaël Talabard PML Renault

2. Merci à nos partenaires

3. 02 Why do we need to change? 03 04 Conclusion 01 What value do we get out of it? Transformation towards VMO/PML ES

4. 01 Why do we need to change?

5. Digital Transformation Focus ​ Renault is undergoing a deep digital transformation to support its strategic plan  Renaulution Scaled Agility Adoption​ Adopting scaled agility requires a complete overhaul of governance and methodological frameworks.​ Cultural and Collaborative Change​ The transformation focuses on company culture, collaboration modes and continuous adaptation.​ Market Responsiveness ​ Agility enables faster development cycles and better responsiveness to market demands. Contexte strategic plan & agility@scale ES

6. Today several limits exists to project management within our organization Why do we need to change ? Difficulties of demonstrating benefits of initiatives & justifying investments Tendency to drive by scope and not by business outcome Complexity to make right decisions based on right data Difficulties in priorising large flow of business/brand requests ES

7. Shift from Deliverables to Value The PMO transitions focus from tracking deliverables to managing the value created for the business and customers Alignment with Strategic Goals Projects are aligned with strategic objectives to ensure outcomes meet organizational and client expectations . Evolving Tools and Skills Adaptation of new tools, performance indicators, and team skills is crucial for this performance-focused PMO model PMO as Transformation Driver The PMO plays a central role in driving organizational transformation by steering value creation at all levels What : Value Management Office …from Project Management to Value Management ES

8. Technological breakthrough opportunities Regulatory requirements Product adaptation needs Shift in customer expectations Intensified competition Why do we need to change ? GT

9. Shift from Deliverables to Value by anticipating The PMO transitions focus from tracking deliverables to managing the value of anticipating development activities Alignment with Strategic Goals Projects are aligned with strategic objectives to ensure Time to Market and Profitability Evolving Tools and Skills Adaptation of new tools, way to work differently to focus on result PMO as Transformation Driver The PMO plays a central role in driving organizational transformation within Project organization, because of his central role in the core team What : Project Management Leader …from Project Management to LEAP 100 new ways of working and new objectives Cette photo par Auteur inconnu est soumise à la licence CC BY GT

10. 02 What value do we get out of it?

11. The VMO Value proposal to Value Stream Leaders DS Guarantee excellence within the portfolio management Advise to take better Value driven decisions Gather & spread Information s Support teams in digital Governance & Business Agility Improve what can be improved !

12. The VMO aligns the 3 levels of a Value Stream to generate the most value Delivery Tactic Initiatives/EPICs that generate Incremental Value Value-driven Portfolio Management Products and solutions that generate Value with Change and Run Costs Strategic (OKR) 4-5 Objectives 2-3 Keys Results per objective to define the MTP of the Value Stream 1 2 3 DS

13. The Governance to create Value 1 2 DS The value of all deployed initiatives is measured and reviewed The objectives and the Key Results are defined and updated The Key Results are updated and help to decide for the next priorities X initiatives/Epics are reviewed (Value, Costs etc.) to be prioritized Monthly Yearly Quarterly Weekly Digital Performance Review MTP Quarterly Business Review Execution Committee

14. The VMO structures the portfolio to accelerate value delivery DS 1 initiative X initiatives INDEPENDANT / AUTONOMOUS TIME-BOUND VALUE-ORIENTED & SPECIFIC Initiative golden rules: ALIGNED WITH STRATEGY The best granularity related to the Time to Market

15. The VMO helps to better break down the phases of an initiative to maximize the cost-to-value T Value / Cost MVP / Proof of value Follow-up Follow-up Experiment Measure Adjust Stop when the ratio Cost value is no longer optimal Vs other initiatives Maximizing of the Value DS

16. The VMO advises to take better decisions DS Management and transversality dashboard: Accessible to all With the same referentials = One single point of Truth allowing for a shared vision and coherent decision-making Prioritization criteria Prioritization of initiatives according to the challenges of the company, the Value Stream, or a particular business Evolution of governance files as expected: Formalism and precision on cost-value indicators, the link with the strategy of the VS, of the company

17. SMART & REDUCED DIVERSITY / COMPLEXITY DIGITAL / DATA / AI ACCELERATION PLAN ROBUST DIGITAL CONNECTED SERVICES NEW WAYS OF WORKING WITH SUPPLIERS GOVERNANCE QUALITY / RISK MANAGEMENT DESIGN CONVERGENCE SHIFT LEFT VALIDATION & HOMOLOGATION PML = Orchestral conductor GT

18. Delivery Tactic LEAP 100 Objectives for the VH project and teams – description and follow-up Seasonal validations tests schedule / Manufacturing loading activity Animation through PIP to facilitate the LEAP 100 objectives achievements for teams PML as a facilitator of the core team and for all teams Strategic (OKR) Company Strategy and LEAP 100 objectives 1 2 3 GT

19. GT PIP : a moment to synchronize all teams on the phasis objectives Self-skill evaluation survey Meeting to focus on objectives Teams workshops Synthesis meeting What’s change ? Team and PIP retrospectives Common and collaborative actions plan Our VH PIP PML as a facilitator for teams Share the objectives More sharing between teams Bottom-up – teams shares their risks with Core Team Confidence in achieving the objectives QUALITY / RISK MANAGEMENT

20. MIB : new collaborative tool based on agile mindset MIB M arkup I ssue & B acklog MIB for Managers RVT Data Perspectives Scrum / Kanbam Issue / Ticketing Link with Partners (extended enterprise) Link with LUP Link with 3D Link with Enterprise Project Performance Mgt Topics Mgt Links & Continuity Agile Collaboration Module DIGITAL / DATA / AI ACCELERATION PLAN

21. 03 Transformation towards VMO

22. Our journey to Value Management Office(r) PMO VMO Strong Sponsorship The Value Stream as a Team Develop skills and posture: Scaling agility, Lean Portfolio Management... Value analysis, facilitation, and coaching... + Evolving new job desk and clear communication about the new role Realign Governance on value One Vision Why to change ? organization, processes, skills, philosophy Develop the culture of improving the flow of value Coachs Consultants Use the expertise of the team to build a team of transversal leaders of the Governance

23. Jan 25 2025 START LEAP 100 PML AS SCRUM MASTER CORE TEAM 2024 Mar- Jun 25 2025 - 2026 TRAININGS Transformation path from PMO to PML PML as facilitator of PIPs and teams PML community Sept 25 Sept 25 Worldwide deployment Other Vehicles projects and along the lifecycle 2026 -> 2028 1 st

24. 04 Conclusion

25. Conclusion ES Two paths, one shared ambition A common shift in posture Training is key Rethinking the environment A timely transformation The future is now !

26. https://roti.express/r/aes2025-024

27. Thank you !