Project management uses linear tools for non-linear situations
We plan and execute projects linearly, but we experience our project tasks non-linearly. This paradox exists in every project and causes endless conflict amongst the stakeholders.
Project management and the no-trust mess
In my last post, I described the inability of project management to deal with the “quick fix” syndrome, whether or not it’s valid for any project. In this post, I’ll examine the lack of trust in organisations and how none of the tools or processes in project...
Project management can’t help with the “quick fix” syndrome
In my last post, we saw the “disabling professions” establish a “one best way” in both traditional and agile project management. A different face of this problem is dealing with stakeholders who don’t recognise major parts of the orthodoxy. In this post, I’m covering...
Project management as a disabling profession
whether professional societies are “disabling” to the effective application of project management skills to problem-solving and outcome development.
The founding principles of project management are obsolete
In my last post, I addressed the issues of project management competence (or lack of it). In this post, I describe how the foundation concepts of project management practice are obsolete or unhelpful. This is the fifth project management "meta-problem". Ask yourself:...
The project manager as karate kid – wax off wax off?
In my last post, I described the third project management “meta-problem” as being the vast and unbounded dimension of project management. This post will cover the fourth meta-problem of project management: project management competence (or lack of it) and its...
Project Management – the Final Frontier
In my last post, I described the second project management “meta-problem”: that of dysfunctional fragmentation and confliction. In this post I describe the third “meta-problem” facing project management: the sheer size and scope of the knowledge, skills and behaviours...
Project management and the narcissim of small differences
In this post I describe the problem of fragmentation, in that project management as a practice is unnecessarily and superficially fragmented and conflicted.
The unbearable narrowness of the project management narrative
Last post I reprised the goal of the AdamOnProjects (AOP) blog. In this and the next few posts I’ll outline several problems that I see in the world of project management. Firstly I see a set of “meta problems” in project management. By “meta-problem” I mean a problem...
The purpose of AOP – a Reprise!
The tagline for AdamOnProjects is "I want to change the way you think about project management", even though that might not be very obvious. I haven't really promoted this on the blog itself. And I never really articulated the answer the implied questions: "Change...