Lean and Agile concepts, methods, and practices are not new to those organizations

that seek organization continuous improvement; however, they were often heard of

separately. IT organizations practiced many forms of development standards and agile

is one of them while non IT practiced Lean. Most recent there is a huge buzz regarding

Lean and Agile that one is not mentioned without the other. The Agile and Lean journey

require structure, champions, processes, and change management approach to ensure

the implementation success of the Lean and Agile approaches as well as the

sustainability of it$.$

Due to the speed of growth in organizations, there is a need to cover the adoption of

Lean and Agile and what it entails to allow those interested in adopting Lean and Agile

to learn what is required, and the challenges and rewards. The case study contribute to

the practicality of the project management field in general, and sheds light on the Lean

and Agile practices in particular.

This paper presents a case study of an organization in the financial industry in Canada

that decided while basic agile was helping their IT$,$ not until IT meet with Lean when the

organization had a complete transformation to its delivery model and the way the

organization aligned its product, software development and project management into a

unified model that achieves Leagility through the benefits of both Lean and Agile. How is the Agile PMO different from a traditional PMO?