Do you remember, not too many years ago, that a hot topic in the industry was the high failure rate of major projects? Blown budgets and timelines, missed requirements and functionality, and failure to deliver the expected results had become the norm.

The industry, in general, has responded quite well to this challenge. First came an enhanced discipline around project management methodology. That was followed for many with a formalized organizational approach to managing change which typically carried the name Program Management Office (PMO). In many companies, I have seen that this disciplined process and organizational approach has yielded the intended results. Projects in these organizations routinely get done and delivered successfully—as planned and expected.

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