Part 1 of a farce in 6 parts. Why not help 'David' by posting your answers below?
I’ve just gone and implemented a PMO. We did it for really good reasons. Project and programme control was rather hit and miss, so we thought this would be the answer.
Unfortunately, all that seems to have happened is that we’re spending a lot more on our project and programme management overhead, we have no better performance (not that I can measure it!) – but we do have some great standards, templates and process guides.
I’m getting all kinds of stick for doing what I thought was the right thing. Help - where did I go wrong?