Climbing the Ladder: The Head of Agile/PMO’s Organizational Proximity to the CEO is Closer Than Ever
31 July 2025
BY SCOTT M. GRAFFIUS | ScottGraffius.com
Introduction
The Org Chart Tells a Story
The org chart speaks volumes—and increasingly, that story puts the head of Agile, PMO, Transformation or equivalent (hereafter called Agile/PMO leader) just a few rungs below the CEO.
This article explores how the shrinking distance between Agile/PMO leaders and the CEO—from typically 4–5 levels in the early 2000s to as close as 2–3 today—reflects a strategic transformation. These roles are no longer just about execution; they’re about shaping strategy and building enterprise agility.
How close is your Agile/PMO leader to the CEO, and what does that say about your organization’s readiness for the future?
From Tactical to Strategic
A Historical Shift
Agile’s roots stretch back to the 1950s, when IBM used incremental development to manage software projects. In 1958, Project Mercury introduced half-day iterations. By 1968, Harlan Mills was advocating for staged, incremental development with user involvement. The 1990s brought refinements—refactoring, timeboxing, stand-ups, and more—that laid the groundwork for a major shift.
That shift arrived in 2001, when seventeen software experts authored the Agile Manifesto. It noted the importance of prioritizing individuals and interactions, working software, customer collaboration, and responsiveness to change.
After the Agile Manifesto, Agile transcended software; it fueled collaboration, adaptability, and faster feedback loops across industries.
At the same time, traditional project management was largely rooted in waterfall methodologies. But Agile adoption is widespread today. Most organizations now report using Agile approaches, such as Scrum or Kanban.
Agile/PMO Leaders Today
Agile/PMO leaders are now closer than ever to the CEO—typically just 2-3 levels away. In Agile-centric or project-driven organizations, the gap can narrow to 1-2 levels. In rare but notable cases, these leaders report directly to the CEO, as seen at Heineken, ING, Miro, the Scrum Alliance, and Spotify.
This shift in organizational proximity is reflected by broader industry movements. The Project Management Institute (PMI), for example, has embraced this evolution. Following its acquisition of the Agile Alliance, PMI announced at Agile2025 that it is developing the Manifesto for Enterprise Agility. The forthcoming publication will position Agile as an organization-wide, strategic capability. The overarching goal is to renew trust in agility and elevate it within the C-suite. It will achieve that objective, in part, by demonstrating that enterprise agility is about rapid adaptation without losing strategic focus.
As PMI CEO Pierre Le Manh explained, this shift is not about rewriting Agile’s roots. It’s about applying its values at enterprise scale. Jim Highsmith, signatory of the Agile Manifesto, noted: "This isn’t a rewrite of the original manifesto. It’s about agility at the enterprise level where complexity, hierarchy, and real stakes live."
The Strategic Climb
Why Proximity Matters
The shift in reporting distance—from typically 4-5 levels below the CEO in the early 2000s to just 2-3 levels today—is more than an organizational adjustment. It’s a strategic repositioning. Agile/PMO leaders are no longer seen as back-office executors. They're architects of competitive advantage.
This proximity isn’t just symbolic. Organizations with direct C-suite sponsorship for agility innovate effectively, achieve fast time-to-market, and are competitive. Why? Enterprise agility relies on rapidly detecting and responding to signals and changes in market trends, customer needs, and technological advancements. Such agility demands close alignment at the top, making proximity essential.
Today, Agile/PMO leaders are typically 2-3 levels from the CEO, though reporting structures can differ based on organizational context. The following examples illustrate the range of levels.
The rise of titles like Chief Agile Officer, Chief Transformation Officer, and Chief Project Officer—often reporting directly to the CEO—reflects elevated strategic importance.
Why does proximity matter? Because it enables:
Organizational Self-Check
To capitalize on this shift, consider the following questions:
Sometimes, rewiring reporting lines is just as critical as rethinking workflows.
Conclusion
From Execution to Elevation
Agility is moving on up! Roles once buried five layers deep are now helping shape strategy—often just 2-3 levels (and sometimes just one) below the CEO. PMI and the Agile Alliance will unveil the new Manifesto for Enterprise Agility (currently in development) in February 2026 to coincide with the 25th anniversary of the original Agile Manifesto. In addition to the increasing proximity of Agile/PMO leaders to CEOs, this initiative spotlights the growing role of agility in enterprise success.
All of that signals that organizational agility is a defining force behind resilience, growth, and lasting success.
Bibliography
The bibliography is informed, in part, by the author’s work in Agile and Enterprise Agility.
More
Continue reading for:
About Signal Detection
Signal detection involves:
About Scott M. Graffius
Scott M. Graffius is a globally recognized technology leader who drives innovation in AI, Agile, and Project Management/PMO leadership.
He’s a practitioner, researcher, thought leader, award-winning author, and keynote speaker who’s taken the stage at 94 conferences and other events across 25 countries.
He’s delivered over $2.3 billion in value for Fortune 500 companies and other leaders in technology, entertainment, financial services, healthcare, and beyond.
Businesses, professional associations, government agencies, and universities use Graffius and feature his work. Examples include Adobe, Bayer, Boston University, Ford, Gartner, Harvard Medical School, IEEE, Johns Hopkins University, Microsoft, National Academy of Sciences, Oracle, Pinterest Inc., Project Management Institute, UC San Diego, Verizon, Yale University, and others.
The following sections provide additional information on his experience, contributions, and influence.
Experience
Graffius heads the professional services firm Exceptional PPM and PMO Solutions, along with its subsidiary Exceptional Agility. These consultancies offer strategic and tactical advisory, training, embedded expertise, and consulting services to the public, private, and government sectors. They help organizations enhance their capabilities and results in agile, project management, program management, portfolio management, and PMO leadership, supporting innovation and driving competitive advantage. The consultancies confidently back services with a Delighted Client Guarantee™.
Graffius is a former VP of project management with a publicly traded provider of diverse consumer products and services over the Internet. Before that, he ran and supervised the delivery of projects and programs in public and private organizations with businesses ranging from e-commerce to advanced technology products and services, retail, manufacturing, entertainment, and more.
He has experience with consumer, business, reseller, government, and international markets.
Award-Winning Author
Graffius has authored three books.
International Public Speaker
Organizations worldwide engage Graffius to present on tech (including AI), Agile, project management, program management, portfolio management, and PMO leadership. He crafts and delivers unique and compelling talks and workshops. To date, Graffius has conducted 94 sessions across 25 countries. Select examples of events include Agile Trends Gov, BSides (Newcastle Upon Tyne), Conf42 Quantum Computing, DevDays Europe, DevOps Institute, DevOpsDays (Geneva), Frug’Agile, IEEE, Microsoft, Scottish Summit, Scrum Alliance RSG (Nepal), Techstars, and W Love Games International Video Game Development Conference (Helsinki), and more.
With an average rating of 4.81 (on a scale of 1-5), sessions are highly valued.
The speaker engagement request form is here.
Thought Leadership and Influence
Prominent businesses, professional associations, government agencies, and universities have showcased Graffius and his contributions—spanning his books, talks, workshops, and beyond. Select examples include:
Graffius has played a key role in the Project Management Institute (PMI) in developing professional standards. He was a member of multiple teams that authored, reviewed, and produced:
Additional details are here.
He was also a subject matter expert reviewer of content for the PMI’s Congress. Beyond the PMI, Graffius also served as a member of the review team for two of the Scrum Alliance’s Global Scrum Gatherings.
Acclaimed Authority on Teamwork Tradecraft
Graffius is a renowned authority on teamwork tradecraft. Informed by the research of Bruce W. Tuckman and Mary Ann C. Jensen, over 100 subsequent studies, and Graffius' first-hand professional experience with, and analysis of, team leadership and performance, Graffius created his 'Phases of Team Development' as a unique perspective and visual conveying the five phases of team development. First introduced in 2008 and periodically updated, his work provides a diagnostic and strategic guide for navigating team dynamics. It provides actionable insights for leaders across industries to develop high-performance teams. Its adoption by esteemed organizations such as Yale University, IEEE, Cisco, Microsoft, Ford, Oracle, Broadcom, the U.S. National Park Service, and the Journal of Neurosurgery, among others, highlights its utility and value, solidifying its status as an indispensable resource for elevating team performance and driving organizational excellence.
The 2025 edition of Graffius' "Phases of Team Development" intellectual property is here.
Expert on Temporal Dynamics on Social Media Platforms
Graffius is also an authority on temporal dynamics on social media platforms. His 'Lifespan (Half-Life) of Social Media Posts' research—first published in 2018 and updated annually—delivers a precise quantitative analysis of post longevity across digital platforms, utilizing advanced statistical techniques to determine mean half-life with precision. It establishes a solid empirical base, effectively highlighting the ephemeral nature of content within social media ecosystems. Referenced and applied by leading entities such as the Center for Direct Marketing, Fast Company, GoDaddy, Pinterest Inc., and PNAS, among others, his research exemplifies methodological rigor and sustained significance in the field of digital informatics.
The 2025 edition of Graffius "Lifespan (Half-Life) of Social Media Posts" research is here.
Education and Professional Certifications
Graffius has a bachelor’s degree in psychology with a focus in Human Factors. He holds eight professional certifications:
He is an active member of the Scrum Alliance, the Project Management Institute (PMI), and the Institute of Electrical and Electronics Engineers (IEEE).
Advancing AI, Agile, and Project/PMO Management
Scott M. Graffius continues to advance the fields of AI, Agile, and Project/PMO Management through his leadership, research, writing, and real-world impact. Businesses and other organizations leverage Graffius’ insights to drive their success.
Check out Scott’s books:
Follow and connect with Scott on social media:
Introduction
The Org Chart Tells a Story
The org chart speaks volumes—and increasingly, that story puts the head of Agile, PMO, Transformation or equivalent (hereafter called Agile/PMO leader) just a few rungs below the CEO.
This article explores how the shrinking distance between Agile/PMO leaders and the CEO—from typically 4–5 levels in the early 2000s to as close as 2–3 today—reflects a strategic transformation. These roles are no longer just about execution; they’re about shaping strategy and building enterprise agility.
How close is your Agile/PMO leader to the CEO, and what does that say about your organization’s readiness for the future?
From Tactical to Strategic
A Historical Shift
Agile’s roots stretch back to the 1950s, when IBM used incremental development to manage software projects. In 1958, Project Mercury introduced half-day iterations. By 1968, Harlan Mills was advocating for staged, incremental development with user involvement. The 1990s brought refinements—refactoring, timeboxing, stand-ups, and more—that laid the groundwork for a major shift.
That shift arrived in 2001, when seventeen software experts authored the Agile Manifesto. It noted the importance of prioritizing individuals and interactions, working software, customer collaboration, and responsiveness to change.
After the Agile Manifesto, Agile transcended software; it fueled collaboration, adaptability, and faster feedback loops across industries.
At the same time, traditional project management was largely rooted in waterfall methodologies. But Agile adoption is widespread today. Most organizations now report using Agile approaches, such as Scrum or Kanban.
Agile/PMO Leaders Today
Agile/PMO leaders are now closer than ever to the CEO—typically just 2-3 levels away. In Agile-centric or project-driven organizations, the gap can narrow to 1-2 levels. In rare but notable cases, these leaders report directly to the CEO, as seen at Heineken, ING, Miro, the Scrum Alliance, and Spotify.
This shift in organizational proximity is reflected by broader industry movements. The Project Management Institute (PMI), for example, has embraced this evolution. Following its acquisition of the Agile Alliance, PMI announced at Agile2025 that it is developing the Manifesto for Enterprise Agility. The forthcoming publication will position Agile as an organization-wide, strategic capability. The overarching goal is to renew trust in agility and elevate it within the C-suite. It will achieve that objective, in part, by demonstrating that enterprise agility is about rapid adaptation without losing strategic focus.
As PMI CEO Pierre Le Manh explained, this shift is not about rewriting Agile’s roots. It’s about applying its values at enterprise scale. Jim Highsmith, signatory of the Agile Manifesto, noted: "This isn’t a rewrite of the original manifesto. It’s about agility at the enterprise level where complexity, hierarchy, and real stakes live."
The Strategic Climb
Why Proximity Matters
The shift in reporting distance—from typically 4-5 levels below the CEO in the early 2000s to just 2-3 levels today—is more than an organizational adjustment. It’s a strategic repositioning. Agile/PMO leaders are no longer seen as back-office executors. They're architects of competitive advantage.
This proximity isn’t just symbolic. Organizations with direct C-suite sponsorship for agility innovate effectively, achieve fast time-to-market, and are competitive. Why? Enterprise agility relies on rapidly detecting and responding to signals and changes in market trends, customer needs, and technological advancements. Such agility demands close alignment at the top, making proximity essential.
Today, Agile/PMO leaders are typically 2-3 levels from the CEO, though reporting structures can differ based on organizational context. The following examples illustrate the range of levels.
- Public sector: 4-6 levels
- Legacy organizations: 4-6 levels
- Large enterprises: 3-5 levels
- Mid-sized companies: 2-3 levels
- Agile-native or digital-first firms: 1-2 levels
The rise of titles like Chief Agile Officer, Chief Transformation Officer, and Chief Project Officer—often reporting directly to the CEO—reflects elevated strategic importance.
Why does proximity matter? Because it enables:
- Strategic Alignment – Turning vision into action quickly
- Faster Decisions – Fewer layers mean quicker choices and execution
- Cultural Reach – Greater influence over organizational mindset and behavior
- Cross-Team Flow – Easier scaling of agility across silos
- Strategic Value Recognition – Agile is seen not just as a delivery method, but a growth enabler
Organizational Self-Check
To capitalize on this shift, consider the following questions:
- How close is your Agile/PMO leader to the CEO?
- Does your org chart reflect the strategic importance of agility?
- Are these Agile/PMO leaders empowered to shape direction, or just tasked with delivery?
- What message does your structure send—internally and externally?
Sometimes, rewiring reporting lines is just as critical as rethinking workflows.
Conclusion
From Execution to Elevation
Agility is moving on up! Roles once buried five layers deep are now helping shape strategy—often just 2-3 levels (and sometimes just one) below the CEO. PMI and the Agile Alliance will unveil the new Manifesto for Enterprise Agility (currently in development) in February 2026 to coincide with the 25th anniversary of the original Agile Manifesto. In addition to the increasing proximity of Agile/PMO leaders to CEOs, this initiative spotlights the growing role of agility in enterprise success.
All of that signals that organizational agility is a defining force behind resilience, growth, and lasting success.
Bibliography
The bibliography is informed, in part, by the author’s work in Agile and Enterprise Agility.
- Appelbaum, S.H., Calla, R., Desautels, D., & Hasan, L. (2017). The Challenges of Organizational Agility: Part 1. Industrial and Commercial Training, 49 (1): 6–14. Available at: https://doi.org/10.1108/ICT-05-2016-0027.
- Association for Project Management. (2022). The Chief Project Officer: An Essential Part of the Future C‑suite. Association for Project Management. Available at: https://www.apm.org.uk/v2/media/ls0f1k5i/the-chief-project-officer-an-essential-part-of-the-future-c-suite.pdf.
- Beck, K., Beedle, M., van Bennekum, A., Cockburn, A., Cunningham, W., Fowler, M., Grenning, J., Highsmith, J., Hunt, A., Jeffries, R., Kern, J., Marick, B., Martin, R. C., Mellor, S., Schwaber, K., Sutherland, J., & Thomas, D. (2001). Manifesto for Agile Software Development. Also known as the Agile Manifesto. Available at: https://agilemanifesto.org/.
- Bouquillion, Philippe (2021). Vivendi: A Key Player in Global Entertainment and Media. Routledge.
- Business Wire (2024, April 25). Scrum Alliance® appoints veteran transformation leader Chetna Limbani as its first chief delivery officer [Press release]. Business Wire. Available at: https://www.businesswire.com/news/home/20240425533607/en/Scrum-Alliance-Appoints-Veteran-Transformation-Leader-Chetna-Limbani-as‑Its‑First‑Chief‑Delivery‑Officer.
- CFO South Africa (2021, August 19). Webinar: Agile Leadership Unlocked [Video]. YouTube: https://www.youtube.com/watch?v=FJZiitw5tHo&t=359s.
- Dellecker, B. (2022). Leadership Worthy: How Leaders are Made. River Grove Books.
- Forsgren, N., Humble, J., & Kim, G. (2018). Accelerate: The Science of Lean Software and DevOps: Building and Scaling High‑Performing Technology Organizations. IT Revolution Press.
- Graffius, Scott M. (2016). Agile Scrum: Your Quick Start Guide with Step-by-Step Instructions. North Charleston, SC: CreateSpace.
- Graffius, Scott M. (2018, October 18). Agile Scrum Helps Innovators, Disruptors, and Entrepreneurs Develop and Deliver Products at Astounding Speed Which Drives Competitive Advantage [Presentation]. Talk delivered at Techstars Startup Week Conference. DOI: 10.13140/RG.2.2.25009.12647.
- Graffius, Scott M. (2019). Agile Transformation: A Brief Story of How an Entertainment Company Developed New Capabilities and Unlocked Business Agility to Thrive in an Era of Rapid Change. Scotts Valley, CA: CreateSpace.
- Graffius, Scott M. (2021, February 27). Are You Realizing All the Benefits from Agile? [Video]. Talk at the Scottish Summit Technology Conference. YouTube: https://www.youtube.com/watch?v=GVxtgLHqFMk.
- Graffius, Scott M. (2021, October 5). Navigate the Phases of Team Development with Speed and Agility for Happier and More Productive Teams [Presentation]. Talk delivered at the Institute of Electrical and Electronics Engineers IEEE Day 2021 Conference. Digital Object Identifier (DOI): 10.13140/RG.2.2.20055.19365. DOI link: https://dx.doi.org/10.13140/RG.2.2.20055.19365.
- Graffius, Scott M. (2022, January 26). 10 Ways to Score and Prioritize Project Proposals Based on Multiple Factors, Including Strategic Alignment. Talk at a public event. DOI: 10.13140/RG.2.2.21345.84324. Available at: dx.doi.org/10.13140/RG.2.2.21345.84324.
- Graffius, Scott M. (2024, May 3). Leverage Agile and AI to Innovate at the Speed of Light. Talk at a private event in Dubai, UAE. DOI: 10.13140/RG.2.2.30790.48960.
- Graffius, Scott M. (2025, February 21). Agile's Journey Through the Decades. Available at: https://scottgraffius.com/blog/files/agile's-journey-through-the-decades.html.
- Graffius, Scott M. (2025, May 14). Waterfall vs. Agile: What’s Fixed, What’s Flexible, and Why It Matters. Available at: https://scottgraffius.com/blog/files/waterfall-vs-agile-what-is-fixed-and-what-is-flexible-and-why-it-matters.html.
- Graffius, Scott M. (2025, June 16). Agile for Unicorns: 7 Keys to Thrive; Scott M. Graffius’ Workshop. Available at: https://scottgraffius.com/blog/files/agile-for-unicorns---7-keys-to-thrive---scott-m-graffius-workshop.html.
- Graffius, Scott M. (2025, July 18). Harness Sci-Fi and Speculative Design While Embracing Imperfection to Drive Innovation and Proactively Predict and Prepare for the Future. Available at: https://scottgraffius.com/blog/files/harness-scifi-and-speculative-design-while-embracing-imperfection-to-drive-innovation-and-proactively-predict-and-prepare-for-the-future.html.
- Graffius, Scott M. (2025, January 27). The Agile Coach: 2025 Edition. ResearchGate. Available at: https://doi.org/10.13140/RG.2.2.24282.86725.
- Graffius, Scott M. (2025). Agile Protocol: The Transformation Ultimatum. Seattle, WA: Amazon Digital Services.
- Hesselberg, J. (2018). Unlocking Agility: An Insider’s Guide to Agile Enterprise Transformation. Addison‑Wesley Professional.
- Highsmith, J. (2025, July 3). Next Generation Management: Accelerating Organizational Agility [LinkedIn post]. LinkedIn. Available at: https://www.linkedin.com/posts/jhighsmith_next‑generation‑management‑accelerating‑activity‑7346206648585109504‑B‑99.
- Highsmith, Jim (2009). Agile Project Management: Creating Innovative Products—Second Edition. Addison-Wesley.
- Humble, J., Molesky, J., & O’Reilly, B. (2015). The Lean Enterprise. O’Reilly Media.
- Jacobsen, Annie (2015). The Pentagon's Brain: An Uncensored History of DARPA, America's Top-Secret Military Research Agency. Little, Brown and Company.
- Joiner, B., & Josephs, S. (2007). Leadership Agility: Five Levels of Mastery for Anticipating and Initiating Change. Jossey-Bass.
- Kerzner, Harold (2022). Innovation Project Management: Methods, Case Studies, and Tools for Managing Innovation Projects—Second Edition. Hoboken, New Jersey: Wiley.
- Le Manh, P. (2025). Keynote: Manifesto for Enterprise Agility. Agile2025, Denver.
- Le Manh, P. [@pierre-le-manh-3a4158]. (2025, July 30). Agile2025 update: As part of our Agile Manifesto initiative, we are bringing together experts from across the globe... [Post]. LinkedIn. Available at: https://www.linkedin.com/posts/pierre-le-manh-3a4158_agile2025-agile2025-agilemanifesto-ugcPost-7355654599023726592-BAl6.
- Maylor, H. (2001). Beyond the Gantt Chart: Project Management Moving On. European Management Journal, 19 (1): 92-100. Available at: https://doi.org/10.1016/S0263-2373(00)00074-8.
- McKinsey & Company (2020). The Journey to an Agile Organization. McKinsey. Available at: https://www.mckinsey.com/business-functions/organization/our-insights/the-journey-to-an-agile-organization.
- Miro (n.d.). About us. Miro. Available at: https://miro.com/about/.
- Morsa, Luigi (2022, July 7). Agile. Creativity. Innovation. IIL. Available at: https://blog.iil.com/agile-creativity-innovation/.
- Nieto-Rodriguez, A. (2022, April 26). The Rise of the Chief Project Officer. Harvard Business Review. Available at: https://hbr.org/2022/04/the-rise-of-the-chief-project-officer.
- Oracle (2024, March). CFOs as Growth Leaders. Oracle Netsuite. Available at: https://www.martechcube.com/resources/oracle_netsuite/24q4/cfo_as/WP%20CFOs%20as%20Growth%20Leaders.pdf.
- Pincot, L. (2025, July 30). We’re launching the work on the new Manifesto for Enterprise Agility. LinkedIn. Available at: https://www.linkedin.com/posts/lenka-pincot_agile-transformation-projectmanagement-ugcPost-7356045192702926848-_pgy.
- Project Management Institute (2025). Pulse of the Profession 2025. Available at: https://www.pmi.org/learning/thought-leadership/pulse.
- Project Management Institute & Agile Alliance (2017). PMI Agile Practice Guide. Newtown Square, PA: Project Management Institute.
- Project Management Institute (2006). Practice Standard for Work Breakdown Structures (3rd edition). Newtown Square, PA: Project Management Institute.
- Project Management Institute (2011). Practice Standard for Earned Value Management (2nd edition). Newtown Square, PA: Project Management Institute.
- Project Management Institute (2017). The Standard for Portfolio Management (4th edition). Newtown Square, PA: Project Management Institute.
- Project Management Institute (2017). The Standard for Program Management (4th edition). Newtown Square, PA: Project Management Institute.
- Project Management Institute (2019). Practice Standard for Scheduling (3rd edition). Newtown Square, PA: Project Management Institute.
- Project Management Institute (2019). The Standard for Risk Management in Portfolios, Programs, and Projects. Newtown Square, PA: Project Management Institute.
- Project Management Institute (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (7th edition). Newtown Square, PA: Project Management Institute.
- Project Management Institute (2025, January 3). Agile Alliance joins Project Management Institute [Press release]. Available at: https://www.pmi.org/about/press-media/2025/agile-alliance-joins-project-management-institute.
- Rigby, D.K., Sutherland, J., & Noble, A. (2018, May-June). Agile at Scale. Harvard Business Review: 96 (3): 88-96. Available at: https://hbr.org/2018/05/agile-at-scale.
More
Continue reading for:
- About Signal Detection,
- About Scott M. Graffius,
- How to Cite This Article,
- and more.
About Signal Detection
Signal detection involves:
- Scanning diverse sources such as news media, social platforms, academic research, patent filings, and startup ecosystems.
- Surfacing weak or anomalous signals, including subtle, early-stage deviations from prevailing norms.
- Combining human insight with machine intelligence to help distinguish meaningful signals from background noise.
- Engaging in contextual framing and sense-making to explore what those signals might suggest about emerging futures.
- Assessing their potential trajectory and strategic relevance, including how they might evolve into impactful trends or disruptions.
About Scott M. Graffius
Scott M. Graffius is a globally recognized technology leader who drives innovation in AI, Agile, and Project Management/PMO leadership.
He’s a practitioner, researcher, thought leader, award-winning author, and keynote speaker who’s taken the stage at 94 conferences and other events across 25 countries.
He’s delivered over $2.3 billion in value for Fortune 500 companies and other leaders in technology, entertainment, financial services, healthcare, and beyond.
Businesses, professional associations, government agencies, and universities use Graffius and feature his work. Examples include Adobe, Bayer, Boston University, Ford, Gartner, Harvard Medical School, IEEE, Johns Hopkins University, Microsoft, National Academy of Sciences, Oracle, Pinterest Inc., Project Management Institute, UC San Diego, Verizon, Yale University, and others.
The following sections provide additional information on his experience, contributions, and influence.
Experience
Graffius heads the professional services firm Exceptional PPM and PMO Solutions, along with its subsidiary Exceptional Agility. These consultancies offer strategic and tactical advisory, training, embedded expertise, and consulting services to the public, private, and government sectors. They help organizations enhance their capabilities and results in agile, project management, program management, portfolio management, and PMO leadership, supporting innovation and driving competitive advantage. The consultancies confidently back services with a Delighted Client Guarantee™.
Graffius is a former VP of project management with a publicly traded provider of diverse consumer products and services over the Internet. Before that, he ran and supervised the delivery of projects and programs in public and private organizations with businesses ranging from e-commerce to advanced technology products and services, retail, manufacturing, entertainment, and more.
He has experience with consumer, business, reseller, government, and international markets.
Award-Winning Author
Graffius has authored three books.
- Agile Scrum: Your Quick Start Guide with Step-by-Step Instructions, his first book, earned 17 awards.
- Agile Transformation: A Brief Story of How an Entertainment Company Developed New Capabilities and Unlocked Business Agility to Thrive in an Era of Rapid Change, his second book, was named one of the best Scrum books of all time by BookAuthority.
- Agile Protocol: The Transformation Ultimatum, his third book and his first work of fiction, was released in April 2025. The book trailer is on YouTube.
International Public Speaker
Organizations worldwide engage Graffius to present on tech (including AI), Agile, project management, program management, portfolio management, and PMO leadership. He crafts and delivers unique and compelling talks and workshops. To date, Graffius has conducted 94 sessions across 25 countries. Select examples of events include Agile Trends Gov, BSides (Newcastle Upon Tyne), Conf42 Quantum Computing, DevDays Europe, DevOps Institute, DevOpsDays (Geneva), Frug’Agile, IEEE, Microsoft, Scottish Summit, Scrum Alliance RSG (Nepal), Techstars, and W Love Games International Video Game Development Conference (Helsinki), and more.
With an average rating of 4.81 (on a scale of 1-5), sessions are highly valued.
The speaker engagement request form is here.
Thought Leadership and Influence
Prominent businesses, professional associations, government agencies, and universities have showcased Graffius and his contributions—spanning his books, talks, workshops, and beyond. Select examples include:
- Adobe,
- American Management Association,
- Amsterdam Public Health Research Institute,
- Bayer,
- BMC Software,
- Boston University,
- Broadcom,
- Cisco,
- Coburg University of Applied Sciences and Arts - Germany,
- Computer Weekly,
- Constructor University - Germany,
- Data Governance Success,
- Deimos Aerospace,
- DevOps Institute,
- Dropbox,
- EU's European Commission,
- Ford Motor Company,
- Gartner,
- GoDaddy,
- Harvard Medical School,
- Hasso Plattner Institute - Germany,
- IEEE,
- Innovation Project Management,
- Johns Hopkins University,
- Journal of Neurosurgery,
- Lam Research (Semiconductors),
- Leadership Worthy,
- Life Sciences Trainers and Educators Network,
- London South Bank University,
- Microsoft,
- NASSCOM,
- National Academy of Sciences,
- New Zealand Government,
- Oracle,
- Pinterest Inc.,
- Project Management Institute,
- Mary Raum (Professor of National Security Affairs, United States Naval War College),
- SANS Institute,
- SBG Neumark - Germany,
- Singapore Institute of Technology,
- Torrens University - Australia,
- TBS Switzerland,
- Tufts University,
- UC San Diego,
- UK Sports Institute,
- University of Galway - Ireland,
- US Department of Energy,
- US National Park Service,
- US Soccer,
- US Tennis Association,
- Verizon,
- Wrike,
- Yale University,
- and many others.
Graffius has played a key role in the Project Management Institute (PMI) in developing professional standards. He was a member of multiple teams that authored, reviewed, and produced:
- Practice Standard for Work Breakdown Structures—Second Edition.
- A Guide to the Project Management Body of Knowledge—Sixth Edition.
- The Standard for Program Management—Fourth Edition.
- The Practice Standard for Project Estimating—Second Edition.
Additional details are here.
He was also a subject matter expert reviewer of content for the PMI’s Congress. Beyond the PMI, Graffius also served as a member of the review team for two of the Scrum Alliance’s Global Scrum Gatherings.
Acclaimed Authority on Teamwork Tradecraft
Graffius is a renowned authority on teamwork tradecraft. Informed by the research of Bruce W. Tuckman and Mary Ann C. Jensen, over 100 subsequent studies, and Graffius' first-hand professional experience with, and analysis of, team leadership and performance, Graffius created his 'Phases of Team Development' as a unique perspective and visual conveying the five phases of team development. First introduced in 2008 and periodically updated, his work provides a diagnostic and strategic guide for navigating team dynamics. It provides actionable insights for leaders across industries to develop high-performance teams. Its adoption by esteemed organizations such as Yale University, IEEE, Cisco, Microsoft, Ford, Oracle, Broadcom, the U.S. National Park Service, and the Journal of Neurosurgery, among others, highlights its utility and value, solidifying its status as an indispensable resource for elevating team performance and driving organizational excellence.
The 2025 edition of Graffius' "Phases of Team Development" intellectual property is here.
Expert on Temporal Dynamics on Social Media Platforms
Graffius is also an authority on temporal dynamics on social media platforms. His 'Lifespan (Half-Life) of Social Media Posts' research—first published in 2018 and updated annually—delivers a precise quantitative analysis of post longevity across digital platforms, utilizing advanced statistical techniques to determine mean half-life with precision. It establishes a solid empirical base, effectively highlighting the ephemeral nature of content within social media ecosystems. Referenced and applied by leading entities such as the Center for Direct Marketing, Fast Company, GoDaddy, Pinterest Inc., and PNAS, among others, his research exemplifies methodological rigor and sustained significance in the field of digital informatics.
The 2025 edition of Graffius "Lifespan (Half-Life) of Social Media Posts" research is here.
Education and Professional Certifications
Graffius has a bachelor’s degree in psychology with a focus in Human Factors. He holds eight professional certifications:
- Certified SAFe 6 Agilist (SA),
- Certified Scrum Professional - ScrumMaster (CSP-SM),
- Certified Scrum Professional - Product Owner (CSP-PO),
- Certified ScrumMaster (CSM),
- Certified Scrum Product Owner (CSPO),
- Project Management Professional (PMP),
- Lean Six Sigma Green Belt (LSSGB), and
- IT Service Management Foundation (ITIL).
He is an active member of the Scrum Alliance, the Project Management Institute (PMI), and the Institute of Electrical and Electronics Engineers (IEEE).
Advancing AI, Agile, and Project/PMO Management
Scott M. Graffius continues to advance the fields of AI, Agile, and Project/PMO Management through his leadership, research, writing, and real-world impact. Businesses and other organizations leverage Graffius’ insights to drive their success.
Check out Scott’s books:
- Agile Scrum: Your Quick Start Guide with Step-by-Step Instructions — Deliver Products in Short Cycles with Rapid Adaptation to Change, Fast Time-to-Market, and Continuous Improvement
- Agile Transformation: A Brief Story of How an Entertainment Company Developed New Capabilities and Unlocked Business Agility to Thrive in an Era of Rapid Change
- Agile Protocol: The Transformation Ultimatum
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How to Cite This Article
Graffius, Scott M. (2025, July 31). Climbing the Ladder: The Head of Agile/PMO’s Organizational Proximity to the CEO is Closer Than Ever. Available at: https://scottgraffius.com/blog/files/climbing-the-ladder-the-head-of-agile-pmos-organizational-proximity-to-the-ceo-is-closer-than-ever.html. 
Digital Object Identifier (DOI)
DOI: (coming soon)
Content Acknowledgements
All names, marks, and content are the property of their respective owners. 
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Post-Publication Notes
If there are any supplements or updates to this article after the date of publication, they will appear here.
Update on 31 July 2025
After Graffius published this article, he dispatched a related post on LinkedIn.
Copyright
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Content on this site—including text, images, videos, and data—may not be used for training or input into any artificial intelligence, machine learning, or automatized learning systems, or published, broadcast, rewritten, or redistributed without the express written permission of Scott M. Graffius.