As I look into forming a Project and Portfolio Management Office I research what others have found and learn what may work by observing. And as I read I find check lists about how to go about forming a PMO and look for consistency and the things I read make sense. They are focused on the discipline of Project Management, the need for executive buy in, organizational structure, key skills and the development and execution of a standard approach that results in better control and reporting on projects.

What is missing is the human factor. We have, in some respects, forgot to observe and look for patterns on responses and reasons why things are what they are. We have forgotten to look back in how a situation occurred and therefore how a practice of behavior has come about. So as I look at a discipline like Project Management, the practice and experience I have learned and others have documented, although useful, doesn’t address things such as lack of trust, little energy to change the status quo, built in organizational barriers and personal experiences around what has been tried in the past. Most of this has nothing to do with Project Management.

To be successful isn’t just about proven check lists and reviewing lessons learned but about breaking down barriers across organizations and building trust that ultimately what we build will help and that we all have a stake in making it so. What is required is truly leadership at all levels to commit to the change, adjust course as we go and recognize that organizational and cultural change is a key factor.