#SOOP-2 #pm_ngt  PM grew-up on the supplier side of change: result deep rooted, hard to see misconceptions in so many sources

#SOOP-2 #pm_ngt  PM grew-up on the supplier side of change: the result is deeply rooted, hard to see misconceptions in all widespread common sources.

Over the last 50 years as people have struggled with good project delivery they have sought to codify, structure and share what they have done that has been successful  The state of the art has been advanced as a result BUT…

…those that have written have been project practitioners and their world view has been self-centered, so self-centered that much written is taken as unassailable truth when it is not. The sun does not orbit the earth and project customers are not in supplication to a suppliers view of the “triangle”.

Reality, which I define here as the source of the money that fuels projects is that as a business I DO DICTATE scope AND cost AND end date, I am driven to plan right to left because that is how the money flows operate. When projects are competently run they accommodate a R–>L boardroom view.

Reality as the agile world have repeated in attractive ways is that as a business I often don’t know at the start what I want and I demand (should that be exert) the right, as the group paying the bills to change my mind. It is suppliers who demand “clear start and end” so they can submit an invoice with reduced risk of payment disputes no matter how dissatisfied the investor is. A fixed end point is anathema to a healthy responsive, business that is vibrant and reactive to market place pressures.

Sadly Agile , the PMBoK® Guide and the PRINCE2® manual are all partially great guidance and all doomed because of the same genetic flawed heritage. To improve PM needs a new approach to projects that is #pm_ngt.

My article with description of problem and solution, approach, tools and techniques published by the American Society For The Advancement of Project Management is here



#pm_ngt Is an integration of best-of-breed solutions such as PMBoK Guide® and PRINCE2® and Dimension Four®

#pm_ngt Builds on your existing investment in pm training, it integrates, fills the gaps & links to your mission & values

#pm_ngt Helps the board develop and maintain a vision, translate vision to strategy, to tactics, to outputs, to outcomes, to benefits

#pm_ngt Isn’t (just) project management its an investment regime for the management of change based benefits delivery

#pm_ngt Is a collection of tools and procedures within a defined but loosely enforced framework that together handle the initiation, conduct and bedding-down of change; From Idea to Returns, the end to end investment cycle.

Successful change requires support of activity from top 2 bottom of the management hierarchy  and from end 2 end of an investment’s timeline. #pm_ngt provides conceptual foundations, vocabulary, roles, tools, technques and framework that span needs from Board-Room 2 Boiler-Room™

#pm_ngt is a product set of business leadership and project management tools that provide governance over equity. #pmngt’s acid test is “is this relevant 2 reality?” it is not an exercise in exam based ‘cram and forget’ cv building. #pmngt training coaches each layer of management in how to interact with the layers below and above to facilitate sound decision making


#SOOP are Simon’s Observations on Projects – –  Each one is flows from the observation that gaining skills in delivering projects is like making soup


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