Project Management

 There is a new trend in Indian companies today: constituting a PMO (Project Management Office) division. The launch is always grand. Big announcements. New designations. New dashboards. New presentations. For the first year, everything looks energetic and promising. And then—slowly, quietly—the PMO starts dying. Not because PMO is a bad concept. But because PMO in Indian companies is fundamentally misunderstood. 🚧 THE FIRST REASON PMOs FAIL: THEY ARE NEVER INDEPENDENT In theory, a PMO should be an independent decision-making body , second only to the Board or Directors when it comes to projects. In reality, in Indian companies: PMO exists on paper Authority remains with management Directions come from people who do not understand project management Every decision is questioned, diluted, or overridden This is the biggest irony. Directors feel they know project management because they built the company. They believe: “I have worked in every departme...

 Working in a top EPC (Engineering, Procurement & Construction) company opens your eyes to a harsh truth: The biggest bottleneck to progress is not competition, not the client, not the project — it’s the company’s own internal 10% redundant workforce. Let me explain.

  Introduction: In project management, progress isn’t just about finishing on time — it’s about consistent direction, supervision, and motivation . Yet, in many organizations, decisions are made by managers sitting far from the ground reality. When projects miss a milestone, instead of doubling down on support, they withdraw oversight , assuming “it’s already delayed, what’s the use.” But that’s exactly when the corporate team’s presence matters the most.