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title, tags
| title | tags | |||
|---|---|---|---|---|
| Project Management™ |
|
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. 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
I would posit that, despite its cross-discipline language, Project Management™ practice is only universally applicable to software project management.
[!aside] hubbard_2020_failure 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)