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>> the key challenge is that most project management practices only ask once. The solution is to ask repeatedly: What are the estimates? What are the priorities? It is the process of planning, repeated throughout the life of the project that ultimately leads to a successful outcome.
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Am I misunderstanding the article, or is it basically just describing sprint planning?<p>I was set to be annoyed by the article, since it seems to me that a lot of PM practices put way more emphasis on planning to do things, versus actually doing them, but after reading it it just seemed like a slightly modified version of what most teams I have worked on do for sprint planning.<p>Which makes me feel like I missed something in the article. Perhaps it is geared towards PMs who don't have any experience or appreciation for "agile" methods?
How is this a project?<p>A project is not simply work leading to some outcome. At its core, it’s a specific work-management method tied to the iron triangle (constrained cost, scope, and time), which requires a set plan from the start.<p>This iterative method breaks the iron triangle. If the iron triangle is broken, is it a “project”?<p>I feel that project-management industry is diluting the meaning of “project” to encompass other kinds of work management that aren’t “project”. End result is we’re really confusing things. Cynically, this may be the PM industry trying to assert its relevance in different disciplines, to the harm of all.<p>We can say the same thing about “bad agile”, where a set of ceremonies is confused with agile philosophy.<p>Do we need to burn it all down and start over?
Shot in the dark here, but I've got a friend who is breaking into the project management industry. Has a CAPM certificate from PMI and around a year of experience in a Project Management (PjM) role. If anyone is/knows a successful PjM and can email me (kayce at basqu dot es) the help would be much appreciated. Or anyone that has an entry-level PjM role available. Many thanks.