Change the way you think about Project Management

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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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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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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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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Project management can’t help with the “quick fix” syndrome

In my last post, we saw the “disabling professions” establish a “one best way” in both traditional and agile project management. A different face of this problem is dealing with stakeholders who don’t recognise major parts of the orthodoxy. In this post, I’m covering the inability of project management to ...
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Project management as a disabling profession

In my last post, I presented the idea that project management uses outdated and obsolete principles. This post assesses whether professional societies are "disabling" to the effective application of project management skills to problem-solving and outcome development. Consider two questions: Has orthodox project management practice (as sanctioned by a professional ...
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The founding principles of project management are obsolete

In my last post, I addressed the issues of project management competence (or lack of it). In this post, I describe how the foundation concepts of project management practice are obsolete or unhelpful. This is the fifth project management "meta-problem". Ask yourself: how relevant and useful are core PM concepts ...
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The project manager as karate kid – wax off wax off?

In my last post, I described the third project management “meta-problem” as being the vast and unbounded dimension of project management. This post will cover the fourth meta-problem of project management: project management competence (or lack of it) and its implications. There are at least 1000 discrete elements in a ...
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Project Management – the Final Frontier

In my last post, I described the second project management “meta-problem”: that of dysfunctional fragmentation and confliction. In this post I describe the third “meta-problem” facing project management: the sheer size and scope of the knowledge, skills and behaviours required for the role of a project manager. You trekkies will ...
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Project management and the narcissim of small differences

In my last post, I described the first project management “meta-problem” of a narrow vision of project management. In this post I describe a second “meta-problem”: fragmentation, in that project management as a practice is unnecessarily and superficially fragmented and conflicted. This ranges from the various theories that emerge from ...
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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


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.


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


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