Review: The Single-Minded Project

PMI United Kingdom Chapter

Ian Whittingham, PMP is a Program Manager in the Business Transformation group of a leading global news and information company. The views expressed here are his own. You may contact the author directly at ian.whittingham@thomsonreuters.com.

Judged by its title--The Single-Minded Project, Ensuring the Pace of Progress--you might be forgiven for assuming that Martin Price is advocating a single, one-size-fits-all project management methodology in his latest book. If anything, the book argues for the opposite position.

In Price’s view, no single methodology is capable of harnessing the necessary capabilities that organizations and individuals draw upon when successfully delivering transformational change through the agency of projects.

That’s not to deny the importance of methodology in providing structure and rigor around the processes and procedures used to deliver a project. However, Price presents a more expansive view of what project capability actually looks like from the perspective of both organizational and individual behavior.

It is a view that will be familiar to anyone who has experienced what it is really like to lead or work on a project. But it is a view that is very rarely described, if ever, in project management literature with such care and attention to the dynamics of what drives a project’s pace of progress.

To get a fresh perspective on what is going on inside a project, Price introduces some new terms to renovate and redefine some overly familiar concepts. This is not done simply for the sake of novelty, but to emphasize particular characteristics embedded …

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