In enterprise delivery, few terms are more misunderstood than "program." At first glance, it seems straightforward – a program is just a very big project, right? Or a group of related projects? But when it comes to actually tracking and managing initiatives across a complex portfolio, this intuitive understanding breaks down quickly. The reality is […]

Today's enterprise organization is a complex ecosystem of initiatives, products, and value streams – some following traditional project structures, others operating in agile, and many blending both. Moving at high speed, each with interdependencies and risks, they require coordination to function effectively. Strong coordination drives execution; its absence leads to chaos. The PMO's role has

The accountability trap Who should be accountable for delivering an initiative? It’s a simple question, but one that many organizations struggle to answer. A common assumption is that Transformation should own delivery—after all, they define the strategy, align resources, and troubleshoot execution. But this is a critical mistake. Transformation is essential, but it should never