---
title: Project Management™
tags:
  - status/draft
  - topic/ergonomics/organizational
  - type/philosophy
---
# Project Management™

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## TALK

This note may include generic criticism,
but discussion of the applicability (or lack thereof)
of Project Management™ to construction specifically
should be relegated to [[project-management-tm-for-construction]]

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This note is distinguished from [[project-management]]
by referring specifically to doctrine/curriculum,
especially as documented by [[project-management-institute|PMI]].
I've opted to humorously style this concept as Project Management™ for clarity.
That is, "project management" could never be wrong or even misguided,
but Project Management™ can (and often is).

## Criticism

The term "Project Management" is deliberately vague,
in the hope that generalizing the terminology
maximizes its applicability across industries.

There are many core Project Management™ ideas
that have no parallel in other industries,
and industries often have problems of project management
that Project Management™ doctrine has no good solutions for.[^1]

[^1]: See [[project-management-tm-for-construction]].

I would posit that, despite its cross-discipline language,
Project Management™ practice is only _universally_ applicable
to _software_ project management.

> [!aside]
> _[[hubbard_2020_failure|The Failure of Risk Management]]_
> humorously points out
> that PMI may not be in touch with _any_ part of its audience
> if they are able to release a publication "3 years overdue"
> without embarrassment. (p. 103)