A Funny Story: Being part of a newly formed PMO in a traditional organization
Conversation between a newly hired PMO Consultant and a Client who has managed projects his/her way and has been recently promoted to a management role from a developer role:
PMO Consultant: Where is the project plan?
Client: Why waste your time. I have the project timeline in a piece of paper in my pocket.
PMO Consultant: Why do carry the piece of paper in your pocket?
Client: It is the paper version of the PDA or you can call it reverse reengineering.
PMO Consultant: Do you have a Change Control process in place?
Client: We do changes on the fly. I get approval from my boss verbally and instruct my team verbally to carry out the changes.
PMO Consultant: Will this not turn out to be costly?
Client: No. A Change Control process is costly.
PMO Consultant: Do you have standards for naming documents?
Client: No, each team member names the document he/she creates after his/her name.
PMO Consultant: This is unconventional method.
Client: No, it helps us to identify the author of the document easily.
PMO Consultant: How do you document requirements from the Business?
Client: We just talk to the Business and develop Code.
PMO Consultant: How do you handle risk?
Client: We do not have risk as we are perfect and we know what we are doing.
PMO Consultant: Do you have a Project Charter?
Client: I have a piece of paper from my Boss that says I have a project and this is my baby.
PMO Consultant: You should document meeting minutes.
Client: Why waste your time.
PMO Consultant: Are you getting sign off from the business?
Client: It is not required as I am the whole and sole authority on the project.
PMO Consultant: You should have an organization chart for your project team.
Client: I can’t stand these suggestions. You are fired.
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