The result is that people engage in a mountain of activity and achieve very little. Meanwhile, project size and duration expand to the point where they become departments. The Theta organization is in crisis, projects are not reliable vehicles for meeting competitive threats or improving performance. Here is where we see the same massive project started again and again. When we suggest that less than a third of the projects produce a strategically significant result, no one disagrees.
People learn to keep their heads down and do only what they are told to do.
In the cross-functional project versus silo battle, the exhausted combatants take only occasional pot shots at each other because no one cares anymore. The Delta organization's executives manage portfolios of projects like they were investments. Conclusion Knowing where you are in these tiers of project management development is helpful. Doing something about it is, however, not easy. Implementing a PM protocol that makes project management a predictably successful tool for the organization requires enforcement of standards.