Many project management practitioners view governance as the process police. How does this perception develop? What can PMOs do to ensure that practitioners know the value of and reasons for effective governance? Think back to Duggal's Rigor without Rigidity discussion from Module 3. Are there any ideas from Duggal which might be valuable?

 

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The perception of governance as the process police often develops when project management practitioners feel that governance is being imposed on them ... View the full answer