re: Project Management Offices: A Waste Of Money?
G«£PMOs G«Ű where good projects go to die, slowlyG«•, not because the PMO shuts it down because itG«÷s poorly performing, but because they cause it to perform more poorly than if they werenG«÷t involved.
PMOs are a DirectorG«÷s and VPG«÷s crutch so that they are not accountable, especially when they know they donG«÷t properly resource, support, or guide projects themselves.
PMs who are content-free cause projects to fail, and fail repeatedly.
The content-free who typically inhabit PMOs then leverage their particular skills across more projects. While perhaps not as deadly to any single one, the organizational tax across all is large.
Citing the PMI PMBOK or some more elaborate purchased methodology in place of any meaningful discernment, G«£check-the-boxG«• activities proliferate; real accomplishments, not so much [full disclosure: IG«÷m fully badged by the flat-earth society, and the business of certification is good].
Most enterprise projects of any scale or complexity require many real problems to be surfaced, understood, and meaningfully addressed. This is far too much for the content-free who reduce everything to lists, and a few phrases which are sufficiently ambiguous to be differently interpreted by and for each stakeholder.
G«£You need to check the boxes and do it this way.G«• Oh really.