Insights
Insights
Short pieces from the practice: one problem each, what we see behind it, and what works at the size of the organizations we serve.
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Good governance without losing speed
Governance slows a business down when it is built as a chain of approvals. Built as clear decision rights and a few firm boundaries, it is what lets people move fast without having to ask.
Is the PMO still relevant? Yes, but not the one you remember
The PMO as a reporting and compliance office is disappearing, and it should. The PMO as the place where an organization chooses, sequences and stops its work is needed more than ever.
Why customer journey analysis has become unavoidable
Customers judge the whole experience, across every channel. Organizations are built by department. A journey analysis is the one view that shows the organization the way its customers see it, and where the friction and the cost really are.
Change management when nobody has time for change management
The textbook change program assumes a department. Most organizations have a project team of two, a vendor and six months. Five moves fit in that time, and they are the ones that decide whether the change lasts.
Governance for a forty-person company: what to borrow from the big frameworks, and what to leave on the shelf
The governance frameworks were written for listed companies and large public bodies. A forty-person company needs about three of their ideas, written on a few pages, and the discipline to leave the rest where it is.
Why PMOs are abandoned, and the design decision that prevents it
Most project management offices are set up as control functions before the organization has anything to control. One decision, taken before the charter is written, changes how long they last.