Projects, Leadership, Strategy
I continue to marvel at, and be baffled by, the number of books and courses and posts published (seemingly every week) by those who purport to be an ‘expert’ in AI, or at least be an expert or have expertise in how AI will affect/impact project management.
Just because ‘you’ learned about it today doesn’t mean it’s never been done before. In a recent post on LinkedIn re: the James Webb Space Telescope I made the comment that it had been completed through “meticulously planning how the emergent practices would be applied.” This was in part...
It seems ‘first principles’ is one of the newest corporate ‘buzzphrases’, popularized in large part by Elon Musk when he explained his approach with SpaceX and making privatized space travel affordable. And so because Elon said it, and we all want to sound like our ideas and approaches are ‘grounded...
There’s a popular narrative going around that Project Professionals should seek to ‘be more strategic’. That they should lobby for a ‘seat at the table’. While an understandable sentiment (everyone wants to be ‘heard’, and to be seen as important), I think that *at this time*, this is not...
The more I watch conversations around project management unfold, and the more my conversations bring me into contact with practitioners with deeper experiences than me, the more convinced I am that PMI, in conjunction with IPMA, APM, etc., needs to launch (and fund) an initiative to capture, document, and explain...
I’ve been toying with an idea around, maybe not project prioritization, but project categorization, as a way to both help understand why we’re doing certain projects, and if or how they align with strategy.
It’s no secret I’m not a fan of the idea of ‘hybrid’ project management. To me, anything that falls under the category of ‘delivering an outcome’ is simply *project management*. So Agile, predictive, phased, event-based… even Design for Six Sigma, are methods of ‘project management’.