This final version of this guest paper was submitted on March 11, 2023. It is copyright to Robin Hornby.
Published here April 2023.

Introduction | Secondary Evolution | My Earlier Analyses 
On Closer Examination | External Development | Conclusion

Secondary Evolution

A second evolutionary branch contemplates the scope of the work itself. In the beginning, the entity to be managed was simply a project. Then it grew to multiple projects, then to a program of related projects, and then to a project portfolio chosen for attributes of presumed interest to executives.

But the evolutionary branch of most interest demonstrates a great affinity with what must be the true goal of PM. After all, stripped of the elaborations of the past few decades, PM is fundamentally a method of getting work done. Although there are other methods to achieve this goal, many of us think PM is usually (though not always) the best way. Why is that?

This question demands a truly explanatory definition of Project Management. I believe this is found in the following:

Project Management is a structured approach to plan, organize, control and lead the work of the project to meet project objectives.

Tellingly, this definition says nothing about the context in which the project occurs. But in a corporate context (the most common) it is self-evident that the people who have a role on the project and a functional position in the organization must collectively have some responsibility for success. I believe this points to the third and most valuable insight into how PM can evolve.

Figure 1: Driving Order from Chaos The term used to describe this advance is alignment. Corporate participants are more likely to contribute to the project objectives if they are aligned. They are more likely to understand and accept coordination and the implied activities if they are aligned.

Introduction  Introduction

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