Change the way you think about Project Management

State of Software Project Management 2015 – Extended

Do you know of a survey that is freely available that analyses information about Software Project Managers and how they think and work? No? Do you think it would be useful to have a baseline of key aspects of the state of Software Project Management assessed and updated from time-to-time? ...
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Interim Survey Results – State of Software Project Management 2015

Introduction As some of you may know, I have a survey running now on Survey Monkey.  It's called "State of Software Project Management 2015" The purpose of this is to give me a flavour of what types of software PM's are operating in the world today, how they obtained their ...
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Why do Projects Fail? Because we make them fail!

New post on LinkedIn Pulse Why do Projects Fail? Because we make them fail! enjoy! https://www.linkedin.com/pulse/why-do-so-many-projects-fail-because-we-make-them-adam-russell ...
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Deliver projects fast. Faster than a startup. You can do it!

Tick...Tock...Tick...Tock You've just been assigned the project, been briefed and you've read the background material, what's next? What's next is to start counting lost time because you are already late! You were probably late when you got the assignment, but you are definitely late having got to this point and ...
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How can we protect the value in our projects?

Do your projects keep end-customer value sacrosanct at all stages in their life? Or does the heavy-lifting of all the decisions, compromises and trade-offs  end up with key end-user value being sacrificed (often without thought) in order to achieve a technical outcome (e.g. delivery on time?). Do you feel like ...
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What is the Single Most Important Skill for a Project Manager?

“What is the most important skill that a Project Manager needs to be successful?” This question is asked endlessly in articles, blog posts, discussion groups and polls. The usual answers are skills such as: “Leadership”, “Communication”, “Team-building”, “Honesty”, and “Technical Knowledge”. The problem with these answers is that they are ...
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/ Project Management Skills

What are the Project Action Principles?

The "Project Action Principles" (PAPs) most likely were triggered by the #noestimates dialog on Twitter a couple of years ago.  The proposition behind #noestimates was that in modern agile software development, estimates were not only not required, but were counter to the idea of agility.  I don't necessarily agree 100% ...
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/ Project Action Principles

What is the Project Management “Paradigm Trap”?

The Paradigm Trap A “paradigm trap” is a situation in which people, teams or organisations can’t think outside a particular paradigm that they have been using.  This "trap" therefore actively prevents them finding alternative solutions to their problems.  It could also be called the "Paradigm Black Hole" in reference to ...
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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