The scenario here is a new IT Services Program that is about six months on a five-year firm fixed price contract, providing IT infrastructure and application O&M services for an organization that is world wide. All the teams, including the PMO, are suffering from still maturing processes and capabilities and teaming dynamics. There is a lot of intra- and inter-team conflicts that, while improving, is still adversely impacting performance.
The PMO, by its very nature, causes additional administrative burden on these struggling teams by way of forcing standardization, controls, and policies and rules. As a result, I have found an almost uniform and consistent resistance by the broader teams, not only on this program but also others, as well.
That said, it seems counter intuitive that the teams would NOT find inherent value from some or most of the PMO controls as these controls, if performed properly, should help them manage their portion of the work. For example, if this program was doing earned value, the project managers across the program would have early insight on their cost and, to a degree, schedule in order to make early interventions if they were accruing unfavorable variances. Otherwise, they are flying blind. Similarly, a program-level risk management process would/should/could help these project managers navigate from their threats or towards their opportunities.
Ultimately, I think the PMO should be both sort of the watch dog of a program to ensure compliance and control to the benefit of the project sponsors and leadership but I think it needs to provide real, tangible value to the project team at large, as well.
My question is: how can I improve value generation for the project team at large?
This is a type of question that may violate our rules here in that there is not likely a "true" answer and this may only generate opinions and lists. However, I need to generate opinions and lists because this scenario is real. Thanks!