The drag their efforts imposed on people doing real work was frustrating. Worse, it sapped valuable mind share and time. And soaked up budget (hey CFO, are you listening?).
Their methods destroyed accountability, too. This in turn raised the importance of the PMO's existence as a mediator. Who else was going to resolve, through endless meetings, interviews, inspections, PowerPoint, and revised project plans, the missed handoffs resulting from their meddling?

Each team must follow a simple set of rules:
- Publish your milestones,
- Negotiate milestones with your dependencies,
- Trust the milestones of your dependencies in your own plans,
- By all means, make your milestones.
Autonomy, predictability and
transparency inoculate against the PMO cancer. And guess where the
leaders should focus? Enabling - not mandating, not demanding -
predictability and transparency.
If your CIO is diving into the PMO rabbit hole, isn't it time for an intervention?
If your CIO is diving into the PMO rabbit hole, isn't it time for an intervention?
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