When an organization starts a new project or program, they also have to define the project management approach and governance structure (or at least adapt the company standard).
This includes different kinds of meetings, tools, reports, roles & responsibilities, etc.
Although the structure is well thought and has maybe proven its value in the past, it hardly ever stays in place after six months in the project. Take status reporting for instance. At the start of the project, every team lead conscientiously creates a status report after the demo and mails it to the entire team and stakeholders. But after a couple of months, reports get skipped until they are abandoned completely.
Only the added value activities remain intact. When a status report is not actively used, sooner or later people will question its relevance and will try to abandon it. After all, there are much more demanding things to do, in…
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