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Change the way you think about Project Management

Dysfunctional CV-19 Patterns Resonate in Project Management

This is an abstract of a Medium yarn I published a couple days ago. if you're interested in the full read, go check out "3 scary behaviours seen during Covid-19 to improve on in life and avoid in projects" Over the months of the CV-19 pandemic, I've noticed three highly ...
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What is a project? Part 4: Non-definitional elements

This post is the fourth post in a series that presents a new definition of “project”. In my last post, I looked at several definitions of a project, including the PMI definition, to identify components that were redundant. In this post, I drill into why they are not definitional but ...
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/ Project Management Concepts

What is a project Part 3 – comparing other definitions

This post is the 3rd post in a series that describes the revised definition of "project" as a concept. Remember, our new definition is: "an endeavour created to produce a specific outcome." In the last post, I provided more detail on the revised definition of "project" and unpacked each of ...
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/ Project Management Concepts

What is a project Part 2 – Unpacking the definition

In my last post, I outlined a revised definition of a "project". In this post (the second of four), I look in more detail at the main elements of this definition. If you recall, the revised definition of "project" is: “A human endeavour that is created within a context to ...
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/ Project Management Concepts

Reworking project management: a selection of tools

The "Project Management Meta-problem" series lists nine (9) project management meta-problems. Each meta-problem impacts objective and productive discussion about how to improve project management. The "Manifesto for Action" lists the corollary for each meta-problem. Each is a goal to address one of the meta-problems. Solving these meta-problems gives us more ...
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What is a project Part 1 – A simple definition

Last post I laid out the "Manifesto for Action". I want to establish a broad and inclusive concept of project management that looks at fundamentals and avoids sectarian labels. The first step towards this goal is to define a set of conceptual tools that avoid labels, fixed perspectives, or vested ...
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/ Project Management Concepts

Making projects sexy again – The Manifesto for Action

In my last post, I summarised the 9 “meta-problems” blocking us from discussing and analysing project management. In this post, we’re moving in a different direction. Now I will look at what we can do to solve these meta-problems and build a broad and rich narrative about project management. Making ...
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/ Uncategorized

Nine project management “meta-problems” that block us

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 ...
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non-linear

Project management uses linear tools for non-linear situations

In my last post, I covered the lack of trust in organisations and how none of the tools or processes in project management addresses this problem. In this post, I’m looking at the inability of project management practice to deal with non-linear dynamics. We plan and execute projects linearly, but ...
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/ Manifesto for Action

Project management and the no-trust mess

In my last post, I described the inability of project management to deal with the “quick fix” syndrome, whether or not it’s valid for any project. In this post, I’ll examine the lack of trust in organisations and how none of the tools or processes in project management addresses this ...
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/ Manifesto for Action

All New: the Project Management MasterClass by Adam Russell

You can benefit from my 30+ years of hands-on project management experience in a new webinar series starting very soon (15th June, 2016). I will teach you the set of principles and simple techniques that I have used over many years to deliver projects effectively.
You can achieve a big uplift of your practical PM skills by participating in this MasterClass, and learning as much about what not to do and what to ignore, as well as new perspectives and techniques to take to your projects.
What would project management look like if it was easy?
Click on the button below and find out by being a part of this great educational experience. (opens page on my services site: tiligent.com)

What We Offer

Principle-based Philosophy

I believe in the power of people to achieve just about anything to which they set their minds.  Human aspects of work orchestration and problem solving are paramount.

Intelligent Project Services

Services based on more natural ways that people think and work together, not on mechanistic processes and techniques.

Content Library

Free or paid content libraries containing practical and detailed information and tools based on Principle-based Project Leadership

Books

Adam is writing several books on the core themes of Principle-based Project Leadership, and publishing them progressively using the “lean model” of book publishing.

Blog

Shorter and more frequently posted articles with widely ranging topics, centered on the 3 primary themes of this site.  Also including links to interesting posts from other blogs, research data and summaries of surveys. Anything that looks interesting and serves our core philosophy.

Primary Themes

Principle-based Project Leadership

This approach leverages more natural ways that people think and work well together, not on mechanistic processes and techniques.
We think that it is better to have people solve problems “in the moment” than to impose a process-based method if that’s all that is required.  If more structured tools are needed (as the often are), choose the simplest one that will do the job and use it to augment the human capabilities, not replace them.
We combine “Agility” with “Discipline” and draw the best from many different sources: proven methods to achieve results.

Self-Organising Teams

Self-Organizing Teams have developed a lot of airtime in recent years, having been mentioned explicitly in the Agile Manifesto, and now being the focus of many other approaches.  The problem is that there is little in the way of guidance on how these teams work and how they need to be enabled, nurtured and protected.  There is no “manual for Self-organizing teams” that explains how it works.  Well, we’re trying to remedy that

Deliverables

The concept of ‘Deliverables Management’ has been present during much of my Project Management life but it took a long while before my understanding went beyond the superficial.  Deliverables Management is one of these ostensibly ‘self-evident’ concepts that requires no further explanation or expansion.  The term ‘deliverables’ seemed to have an obvious stand-alone meaning and was never properly described with process or usage, and therefore never properly leveraged as an effective tool in Project Management