”Lauri Koskela and Greg Howell presented their original paper The Underlying Theory of Project Management is Obsolete at PMI's bi-annual Research Conference July 2002. A number of people have asked me to comment on it. I'm struck by how persuasive Lauri and Greg are. It takes them just 12 pages to evaluate the anomalies and argue for a reform to project management. My comments will attend to Lauri's and Greg's paper. Download your copy. Read ahead. And please join me in discussion with your comments and questions. “ (Reforming Project Management)
The conversation about project management and task management were the main conversation I had with Adam for most of the day today. As both silverkey and techangels are expanding their respective businesses, the more management challenges will appear and we decided to step off the mainstream approach for managing people, which in parts, touches a lot of project management and task management issues.
In our conversation I emphasize that management is a support function, it's not the main purpose of a company. It's a very important principle to remember. The purpose of a company is to deliver value, anything that doesn't directly contribute to that goal is an overhead, and should be done at the level it is required, not more. A lot of management techniques and tools are designed to make the life of the manager easy but making life's hell for the people being managed. All those reports, useless metrics and meetings.
Management should be designed and executed to make the life of 'managee' easier and more productive in their respective roles. That's where the whole point of management must be.
At the end of our conversation, I think we come with a certain approach that we are going to use for this time forward and we are investing in it (building the practice and tools).
“It is no exaggeration to claim that project management as a discipline is in crisis, and that a paradigm change, long overdue, has to be realized. The thrust of this paper is not in presenting a new theory of project management. However, the novel theories, found to be more powerful than the implicit underlying theories or complementary to them, provide pointers to a new theoretical foundation, and they can be used for the renewal of the project management methodology (Exhibit 2). Progress may be achieved through two routes. Firstly, based on new theories on operations management, new project management methods may be developed and tried out. Secondly, advanced practice (which deviates from the present doctrine) may be consolidated and explained theoretically, which leads to new understanding and possibly to further refinement of that practice.” the conclusion from The Underlying Theory of Project Management is Obsolete.