Since I put down my thoughts on Principle-based Project Management and the Project Action Principles some time back, I’ve been thinking and researching endlessly about the interplay between linear and non-linear cognition in the practice of Project Management, and how this interacts with our project context.
Principle-based Project Leadership
"Every team needs to leave footprints. Anyone who doesn’t document their work in a project, or actively participates in helping create a persistent record of the project, is a Project Asshole." - Principle #6 of the "No Assholes Project Team" principles Every team...
You’ve probably read the keystone article about the 5 Project Action Principles, and one or more of the pillar articles that describes each principle in more detail. If not then see the references at the end of this page. I'm assuming you are at this page because you...
In the last post on Project Acceleration, we looked at whether you had the foundation for making a major change, i.e. a solid understanding of the status of your project, in all dimensions. Now we look at another fundamental aspect of Project Acceleration: the...
The concept of ‘Deliverables Management’ has been present during much of my Project Management life but I've (almost) never seen any detailed codification of what this means or how to use the concept in anything more than a superficial way in my projects. The one...
Following on from the initial post on Project Acceleration, this post covers the second aspect of accelerating any project, which is to have a precise and current understanding of your project's status and outlook against your plan. If you are going to make material...
Last post was a short clarification of the scope and purpose of the initial post on Project Acceleration, This post covers the first key aspect of accelerating any project, which is to have a plan for how you are going to go about assessing and executing this change....
This short post clarifiies the objective of the Project Acceleration series of posts. It outlines three types of Project Acceleration activity and identifies the Change Request type as the objective of this series.
time is of the essence when kicking off a project. you lose more time at the beginning than anywhere else. but you can prevent it by being pro-active.
the end result of a project is not the technical components created by a bunch of technologists, it is the value created by the end customer who puts that capability to use. It’s so easy for that to get lost along the way, as the exigencies of real-world project delivery strike the project. But if the value is not recognised and maintained all the way through. The secret is simple: discipline and focus
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Each week Adam writes about interesting and varied topics for Project Managers everywhere and curates useful articles, books and papers from other sources.
- The Project Manager’s “Predator Helmet”: Nine diagnostic filters for your projects
- The Hysteresis of Hysteria – The 11-Step Cycle of a System Crisis
- The Gradient of Terror – Project management and non-linear forces
- Rethinking the (Work) Breakdown Structure – Part 2.4: Summarising the pivot points
- Rethinking the Work Breakdown Structure Part 2.3: Leveraging a broader range of tools
- Adam Reads
- Agile Concepts
- Agile Documentation
- Anti-Teaming Behaviour
- Breakdown Structures
- Customer Advocacy
- Customer Service
- Customer Value
- Deliverables Management
- Gradient of Terror
- Manifesto for Action
- PAP #1
- PM Twitter Lists
- Principle-based Project Management
- Project Action Hacks
- Project Action Principles
- Project Execution
- Project Management Community
- Project Management Concepts
- Project Management Data
- Project Management Models
- Project Management Skills
- Project Management Tools
- Project Planning
- Quick Posts
- Self-Organising teams
- Software Projects
- State of Project Management
- Systems Integration