Following on from a previous post, the concept of tracking small everyday projects became known as the BAU process (because it tackled everyday activities).
But it became a process in itslef. Requiring involvement from an ever-increasing number of participants from different disciplines and with a formal definition of what constituted a BAU project (having passed through a management approval board) and moving further away from the light-touch support to get things done.
It got to the point where staff weren’t allowed to plan out this work amongst themselves (and a willing PM) because it had to follow the process.
Any time you find that following the process becomes more important than the actual stuff it’s there to deliver then you have a problem. In this case people found the meetings pointless and attendance dropped and managers wonder how to reboot the process to make it relevant again.
The whole purpose of devising the simple approach was to avoid a rigid process while giving some control for team members who had the freedom to decide what was important, achievable and deliverable and could develop the skills to manage themselves.