We’re part of a large company—you could call us an institution, and you’d be pretty darn close. We have a project management office (PMO), and they’re the ones who define all our project management processes.
A few years ago, they defined the way we would run a “standard” project. A standard project is big—more than 100 people and usually a couple of years long. Of course, none of us project managers had ever successfully run a standard project they way the PMO defined it.
We decided to look at our projects differently. We’re smart enough that we can generate the documents and metrics for the PMO, and still manage ...
