In an an agile transformation, quite often the Project/Program Management Office (PMO) is seen as antithetical to agile methods. Agile practitioners see the PMO as a bloated, bureaucratic central hub of command and control. Moreover, teams and managers often throw up their hands and say “we are agile now, so we don’t plan” and essentially only live two weeks at a time. Now add scaling frameworks and few coaches, and the rest will just work itself out, right? Aaaaand . . things fall apart. Organizations are not simply a container of autonomous teams. They require coordination and governance with a minimum viable structure (MVS). There are some tried and true ways to partner and collaborate with the PMO. By leveraging the political prowess of project managers and bringing product leadership and technology together, we can shift from managing projects to product discovery and delivery.