Thanks to Kiron Bondale for triggering ideas for this paper.
That was some years ago, now revisited by Max Wideman.
Published here September 2022.


Introduction | Digging Deeper | But That's Not All
Factors to Consider | Time to Rethink

Digging Deeper

To answer this apparent conflict, it is necessary to dig deeper, a lot deeper. The fact is, not all projects are the same and therefore it is unreasonable to believe that the same "project Management" can be applied to all project regardless. In fact the whole meaning of "project" is, according to the Project Management Institute,[1] "A temporary endeavor undertaken to create a unique product, service or result." In other words, every project is different. That being the case, every project environment is different, and each one needs to be managed differently. One size does not fit all. If you don't get this right, the result will most likely be a project failure of one sort or another.

Difference in environment?

Firstly, basic project management is formed from the application of a whole variety of "Tools and Techniques". These T&Ts may be applied in different measure or some not at all. Like baking a cake, what ingredients you include and how you mix them can make all the difference in the type and acceptability of the cake after cooking. Moreover, that cake can vary considerably depending on its eventual size.

Then the project itself may rise through a hierarchical scale from the simple T&Ts just mentioned, to a single project varying in size and complexity, to a de facto group of multiple projects collectively classified as a "Program". Then, several of such "Programs" may be conducted in a variety of relationships, in different environments, and with differing overall objectives. Such a collection may be managed from even higher up as a "Portfolio". And yes, you guessed it, a large company organization or aggregation of authority, such as a government, might call for the overall application of what is known as "Governance".

All of these issues need to be factored in when contemplating a move from one project environment and level to another.

Introduction  Introduction

1. In their saner moments, that is.
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