This Guest paper was submitted for publication and is copyright to Mark A. Seely© 2016.
Published here January 2017

Editor's Note & Abstract | Table of Contents: When It Is Not Project Management 
Chapter 1: Introduction | What Does It Provide? | PART 2

Chapter 1: Introduction

What is this book about?

Ever have one of those "stop the world I want to get off" moments? You have a 5:00 p.m. deadline to submit the project plan. Senior stakeholders are standing by in anticipation of great things. But, the pieces just aren't coming together. There is a contextual flaw in the mindscaping for this thing.

Deadlines come and go. Credibility is on the line. So, you have followed what the good book says — ticked all the boxes, conformed to policy and project management practice. You were the good soldier. You did everything they told you to do. You did everything everyone else is doing. You followed the consultants. You are disillusioned and need to find a different approach. But, how could it be that you are right and the world is wrong? Well, that is what this book is all about. We too think you are right and the world is wrong.

Our intent is to deconstruct the management paradigm, paring it back to first principles and then reconstruct it so that we can better understand our reality, where the classical project management model fits, and where it doesn't. Through some extrapolation and interpolation, we find the linkage between Process Management through to Public Governance and between the two contextualize three distinct frameworks for today's needs. In the end, we achieve a five-speed orientation that is proposed as a replacement for the current operation or project choice.

Why was it written?

As we learn project management, we latch onto a paradigm that is quick and simple. As H. L. Mencken said: "There is always an easy solution to every human problem-neat, plausible, and wrong."[8] We spend a lot of time in project management circles attempting to reverse engineer reality — forcing the circumstances to fit the tools we are provided. We may be favoring simplicity over accuracy.

I like Project Management because:
a. It gives me a reliable road map to success
b. I'm told to like it by my stakeholders
c. I'm an appallingly dull and boring individual
d. Everyone is doing it
e. All of the above

Notwithstanding the fancy products, the tools are only useful where they apply. It is suggested that Project Management (PM) practice is "sociolytic"[9] — an application where social conformity has overtaken analytical integrity. Unfortunately, for the project management industry, the truth doesn't sell and thus, investment in consulting often brings us back to the familiar paradigm — whether it applies or not.

Table of Contents: When It Is Not Project Management  Table of Contents:
When It Is Not Project Management

8. "The Divine Afflatus", H.L. Menschen, New York Evening Mail. June 6, 1917
9. Analysis of Analysis Introspectus Ltd. (AOAI), 2015 (ref
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