Projects at Work

Unlearning PM: Seeing Different

Most project managers are introduced to a way of seeing projects that is more reductive than holistic — more focused on work breakdown than flow and value creation; more metrics-measured than self-regulating. In Part Two of the series, the author explains why an emphasis on inputs, outputs and certain processes might hinder performance and, ultimately, project value.


david schmaltz

The first installment of this series —Unlearning Project Management” (March 17, 2008) — incited strong reactions from readers, some who rejected the article’s premise or were frustrated by its failure to propose an alternative solution, and others who found it insightful and relevant to their own experiences. Projects@Work strives to present a range of perspectives from and for the project management community; in doing so, disagreement is inevitable. Whether the debate inspires new avenues of thinking or serves to confirm long-held beliefs, the resulting discussion is healthy — and the essence of our editorial mission.
 
To recap Part …


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TOP CONTRIBUTORS

John D'Entremont

Project Manager, PMP
John D’Entremont, PMP, is a project manager in the financial industry, w…

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VP Program Controls, Lewis & Fowler
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Andy Jordan

President, Roffensian Consulting Inc.
Andy Jordan is a well known author and speaker on project management and…

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Contributing Editor, ProjectsAtWork
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