Reducing Waste in Project Management
As companies grow from small- to medium-sized organizations, executive leadership quickly realizes the need for project management methodology. It is a story told time and again: The company was able to successfully complete projects when it was small, but as it added staff and complexity to the organization, projects started getting more and more off track.
The immediate reaction may involve brining in an outside consultant or developing project processes internally, but the result is nearly always the same: Project managers will find themselves inundated with a wealth of templates, processes and tools, and projects are not more successful. More often than not, it seems that project success rate falls further.
To solve this problem, the first reaction of some executives is to create more tools and processes, or perhaps to track adherence to the tools more rigorously. In the many years I have worked with PMOs, I have never seen this approach produce successful results. It is unfortunate that many PMOs become an organization centered on managing adherence to the process rather than managing the process itself. What the PMO is encouraged to do is to evaluate which processes add value—and to remove or alter those that don’t.
Every organization places value on different things, and there is no single prescriptive solution toward what tools
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