Projects, Leadership, Strategy
I’ve been thinking about the definition of project management for a while now.
I think for many it’s been incorrectly defined, explained, or misunderstood, which has led to many of the challenges and ‘religious wars’ between Project Management and Agile.
Recently in a comment on LinkedIn regarding the Waterfall/Agile/Hybrid debate, Adrian Dooley (Praxis Framework) explained how projects live on a continuum, with Cost of Rework and Uncertainty being the two primary defining factors. I loved his explanation and wanted to add my own thoughts. To help illustrate these, I put...
Strategy is uncertain, and it causes anxiety. And it’s supposed to.
Several posts recently have criticized the ‘methodology wars’ so many get caught up in, and attempted to shift the discussion to ‘leadership doesn’t care about methods, they just want results’.
Recently I posed a question online – Could anyone explain what Agile *is*, without explaining what it *isn’t*?
The ‘value’ of project management… we see this come up quite a bit. There’s only one value proposition for project management (hint: it’s NOT delivering to a ‘plan’).
Note: Several years ago I did a guest post for a project management software provider. They asked a series of questions and I provided my thoughts. The original psot is no longer available, but as I feel it provides some good ideas I’m reproducing it here. What are the...