People Eat Process for Breakfast (And Other PMO Truths)...

If I had a pound for every time I heard, “We just need better processes, and then our projects will run smoothly,” I’d be sipping cocktails on a beach rather than writing this blog. But here’s the truth: Process doesn’t trump people. In fact, if you rely too much on process, you’ll likely find yourself buried under a mountain of bureaucracy while your projects grind to a halt.

This was exactly the myth that Al Zeitoun and I tackled in our latest Project Management Mythbusters session. And let me tell you - it’s a big one...

The Process Trap: Why Too Much of a Good Thing Is a Disaster

Let’s take a real-world example. Ever heard of HS2? If you haven’t, it’s the UK’s high-speed rail project that has become a masterclass in how not to run a project. Bloated budgets, endless delays, and - wait for it - too much process.

According to a recent article, one of the biggest issues with HS2 is that decision-making has been suffocated by layers of bureaucracy. When people spend more time filling out templates than actually delivering, you know there’s a problem. And this isn’t just a public sector issue - corporate PMOs fall into the same trap when they create process for process’s sake.

So, what’s the solution? Balancing process with people.

Finding the Sweet Spot Between Process and People

As Al pointed out, and discusses in his latest book 'Creating Experience-Driven Organizational Culture: How to Drive Transformative Change with Project and Portfolio Management', culture is like the connective tissue of an organization. It determines how people behave, communicate, and - importantly - how they follow (or ignore) processes. If your culture values rigid process over smart decision-making, you’re in trouble.

That’s why the best PMOs don’t drown teams in frameworks and templates. Instead, they create "just enough" process to bring consistency while leaving space for people to adapt, think, and - dare I say it - use their judgment. 

Think of it as the "Minimum Viable Process" - just enough structure to keep things predictable but not so much that it turns into a bureaucratic nightmare.

💡 Want to get this balance right? Check out our Ultimate Guide to Project Prioritization to learn how to ensure your process focuses on delivering value, and read our guide to Stakeholder Alignment to explore how to build trust and improve decision-making.

Executives, Red Flags, and the PMO’s Role

One of the worst side effects of over-processing everything is that it discourages honest conversations. Take London’s Crossrail project - another massive infrastructure initiative that became a classic watermelon project (green on the outside, red on the inside).

Why? Because people were more focused on making the reports look good than addressing real risks. When a process-driven culture punishes bad news, no one wants to be the one to wave the red flag. And that’s when things go sideways.

This is where PMOs need to step up. You have the power to:

✅ Simplify decision-making instead of overcomplicating it.
✅ Foster a culture where people can actually talk about risks.
✅ Push back when executives think “more process” is the answer.

💡 Want to know how to get executives on board with this? Read my blog on "Why Executives Don’t "Get" the PMO" to explore how to fix the problem.

Your execs think they know the health of your portfolio… until the whole thing unravels. The problem? Too many projects, not enough prioritization, and a whole lot of guesswork. We can help you fix that. Get the data you need to speak their language and show them where the real risks (and opportunities) are.