Vilified or blamed for inefficiencies by the majority of its constituents, project governance rarely gets the appreciation that it deserves. Why do so many people have such contempt for it, and how do those responsible for governance get out of this state? The answer might be revealed by understanding one of the fundamental laws of economics.
In focusing on the “how to” of governance, we can sometimes lose sight of the fundamental “why” of what we are doing.
For governance to work, the system must have credibility. If you don’t build credibility early, it’s too late to recapture it later.
The purpose of the PMO is to create a more efficient, more successful project portfolio. How do you know if your PMO is getting the job done? That's where PMO governance comes into play.
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"If you havenÆt got anything nice to say about anybody, come sit next to me." - Alice Roosevelt Longworth |
