I have now published yarns that each describe one of the nine (9) project management “meta-problems” that I believe we need to resolve before we can start making improvements to project management practice.
This is a summary page for those 8 posts, with links to each.
What is a Project Management “Meta-Problem”?
A “meta-problem” is a problem that sits above specific issues of implementation and practice. Questions such as “Which is better: Scrum or Kanban?” or “Should I use a 3×3 or 5×5 risk categorisation matrix?” or even “Is the Agile manifesto still relevant?”. And a gazillion just like that. I’m not talking about those.
A “meta-problem” controls the framing of the discussion and fundamentally impedes our ability to analyse and discuss project management practice and constructs.
- The narrow vision of standardised techniques
- Fragmented and conflicted views
- The sheer size and scope of a project management capability
- Project manager competency (or lack of it)
- The fundamental concepts of project management are obsolete
- Project management as a disabling profession
- Can’t help with the “quick fix” syndrome (even when it’s needed)
- Cannot clean up the “no trust” mess
- Using linear tools to solve non-linear problems.