OCP gives us a place to capture issues, risks, and opportunities, but let’s be honest: A tool is only as good as the people who use it.
The whole point is to use OCP to avoid these types of challenges, which in the long run drive more frustration among managers and teams.
- Issues are being discussed in hallway conversations and passing emails rather than logging information.
- Lessons learned are too often left undocumented.
- Critical insights may get buried before they have a chance to drive change.
Without full participation, even the best systems fall short. The OCP becomes less of a bridge and more of an empty inbox.
The solution?
It’s not about mandating a process. It’s about building trust in the process.
When we log issues into OCP:
- We give visibility to patterns that otherwise stay hidden.
- We create a single source of truth that outlives any one conversation.
- We move from firefighting symptoms to solving root causes.
Most importantly, we send a message to our teams and clients that improvement is not just expected but actively supported.
But this only happens if we get the right voices in the room.
- Engineers.
- Project Managers.
- Discipline Managers.
OCP is not a “PMO-only” tool; it is everyone’s tool.
Our task is complex but straightforward, as it involves the incorporation of the right stakeholders and their consistent input and feedback:
- Do not let valuable insights slip through the cracks.
- Do not let lessons learned fade away at the end of a project.
- Do not leave improvements waiting for someone else to capture them.
Adoption starts with awareness. Trust builds with consistency. Change happens when everyone leans in. OCP is not about blame; rather, it is about building something better, together. Contact our Mesa PMO team today to see how we can implement an OCP with you.