Projects, Leadership, 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’.
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...
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’).