‘Fractional’ is a bit of a management buzzword at the moment, but if you’re setting up a small Project Management Office, it could be a model worth looking at. This article is for you if you’re evaluating PMO resourcing options, in the role of a business owner, operations lead, or project manager asked to advise...
‘Fractional’ is a bit of a management buzzword at the moment, but if you’re setting up a small Project Management Office, it could be a model worth looking at. This article is for you if you’re evaluating PMO resourcing options, in the role of a business owner, operations lead, or project manager asked to advise...
This article first appeared on Rebel's Guide to Project Management and can be read here: Fractional PMO vs full-time PMO: which one do you need?
In context
- Topic: Proyectos, PMO y Riesgos — Gestión de proyectos, oficinas de proyecto y riesgo del portafolio.
- Source: Rebel's Guide to PM
- Published: 12/10/2026
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Excerpt published automatically by the site radar. The full text belongs to its publisher and is linked above.
Why it matters
In project management, nearly everything discussed as a technical problem is really a problem of expectations badly negotiated at the start. Scope, time and cost were agreed at a moment when nobody had enough information, and afterwards nobody wanted to reopen the conversation.
My filter is the quality of the status report. If every project is green, the reporting system is not working: in any real portfolio some initiatives are in trouble, and a healthy organisation surfaces them in time rather than discovering them at the closure committee.
What usually goes wrong
Where it usually breaks is the handover to operations. The project is declared finished when it is delivered, not when the receiving area can sustain it. Three months later the team has dissolved, nobody documented anything, and operations lives with something it does not understand and cannot change.
What to watch
- The size of the first useful delivery: the further out it is, the more it resembles a bet.
- How it was estimated and how close the same organisation's previous estimates turned out to be.
- Who the sponsor is and how often they actually show up — not on the org chart, in the calendar.
How I read this entry
If this landed on my desk, the first thing I would ask for is not percentage complete: it is the list of pending decisions with a name and a date. A percentage can be dressed up; a decision stuck for three weeks with an identified owner cannot be argued with, and it explains the delay far better.
This entry is an excerpt from the original source, selected by the site radar. The commentary above is the site's own and does not belong to the cited publisher.
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Living through this in your own team?
Open the chat and tell me how you're handling it. I'm interested in comparing notes.
