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, rely too much on process and you’ll quickly find yourself buried in 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 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.
Is Your Portfolio Caught in the “Process Trap”? A Quick Self-Check
Before assuming you need more governance, templates or reporting, check whether any of these patterns feel familiar:
- Projects report green until the moment they turn red — problems surface late because the process punishes honesty.
- Decisions require multiple meetings or layers of approval — governance slows things down instead of speeding things up.
- Your templates keep growing — but throughput, delivery, or strategic alignment doesn’t improve.
- People follow the process, but they don’t feel empowered — judgement gets replaced with checklists.
- Work feels busy but not productive — a sign of decision friction, not a lack of process.
If even one of these resonates, the issue isn’t your process. It’s the way decisions, culture, and priorities interact — and that’s fixable.
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.
💡 For a deeper look at building value-focused processes, see our Ultimate Guide to Project Prioritization, and for building the trust behind good decisions, explore our Stakeholder Alignment guide.
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.
💡 If you struggle to get executives to engage with portfolio reality, you’re not alone. Many organisations create layers of process to compensate for a deeper issue: leaders aren’t getting clear, credible insight into what’s really happening.
When reporting becomes performative rather than honest, executives make decisions with false confidence — and problems stay hidden.
For a deeper look at how to shift this dynamic, explore: Winning Executive Buy-In for Your PMO →
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.
Final Thought: Let People Do What People Are Good At
A mentor of mine once told me: “Let machines do what machines are good at, and let people do what people are good at.” The same applies to process - use it to support people, not replace them.
So, next time someone tells you that “we just need a better process,” remind them: People eat process for breakfast. And no amount of bureaucracy will change that.
The uncomfortable truth? Most portfolios don’t fail from lack of discipline — they fail because the decision-making system wasn’t built for clarity, speed or honesty.
If This Sounds Familiar, Here’s a Safe First Step
If this feels close to home — too much process, not enough honesty, overloaded teams, watermelon reporting — the real issue isn’t more governance. It’s the way decisions flow through your organisation.
A free 30-minute meeting with one of our senior advisors gives you independent clarity on what’s shaping your portfolio today — and what needs to change.
What you’ll get
- An independent perspective. A senior advisor who’s seen hundreds of portfolios can spot risks and patterns your team has normalised.
- Clarity on root causes. Most overload comes from decision friction, unclear prioritisation, and cultural blockers — not the lack of process.
- Examples from organisations like yours. Real-world fixes that improve flow, transparency, and delivery.
- Concrete next steps. 2–3 specific recommendations you can use immediately.
Why it’s a safe first step
This isn’t a sales call. It’s a working session with someone who understands overloaded portfolios and executive realities.
No pressure. No commitment. Worst case, you walk away with more clarity than you had 30 minutes earlier.