"Whether in government or private business, office reorganizations are invariably touted as efficiency moves, when just as invariably—as anyone who has experienced one can attest—their short-term effects are redundancy and paralysis.Naturally, the extent of these ill effects correlates to the amount of thought and planning—or lack"
Scott Anderson “The Quiet Americans".
What to do?
As a practical matter, PMO should reflect this experienced voice in project plans by planning for an initial dip in productivity, increased waste (likely increased cost) over the short term, and an extended schedule to allow this all to unfold.
To manage the risk, buffer all the critical tasks and milestones, and assume some less-than-expected performance in the short-term.
All this to give time for new relationships to form, new processes to be practiced and debugged, and for a steady-state to form and become apparent.
And, of course, some stuff won't actually work; so some adjustment of the reorganization is to be expected, but perhaps only after a good shake-down period.
Buy them at any online book retailer!
