Professional Documents
Culture Documents
Catégori E1 4, 3 2, 4 2 Catégori E2 2, 5 4, 4 2 Catégori E3 3, 5 1, 8 3
Catégori E1 4, 3 2, 4 2 Catégori E2 2, 5 4, 4 2 Catégori E3 3, 5 1, 8 3
It is
not a job position or a job title. It is not even the sum total of these. But my experience shows
that few people understand this. They believe that project management is scheduling and that if
a person can do some technical job (using the word technical in a very broad sense), then that
individual can manage a project. This is a pervasive problem. We forget that there are two
aspects to all work, including projects—the what and the how. The what is the task to be
performed. The how is the process by which it is performed. But process also applies to how the
team functions overall—how its members communicate, interact, solve problems, deal with
conflict, make decisions, assign work, run meetings, and every other aspect of team
performance. The tools they use—such as scheduling software, computers, project notebooks,
and daily planners—help with both the what and the how. But the tools do not make an instant
project manager of a person who has not been Tools, People, and Systems Project management
is not just scheduling. It is not just tools. It is not a job position or a job title. It is not even the
sum total of these. But my experience shows that few people understand this. They believe that
project management is scheduling and that if a person can do some technical job (using the
word technical in a very broad sense), then that individual can manage a project. This is a
pervasive problem. We forget that there are two aspects to all work, including projects—the
what and the how. The what is the task to be performed. The how is the process by which it is
performed. But process also applies to how the team functions overall—how its members
communicate, interact, solve problems, deal with conflict, make decisions, assign work, run
meetings, and every other aspect of team performance. The tools they use—such as scheduling
software, computers,
project notebooks, and daily planners—help with both the what and the how. But the tools do
not make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meeting
Catégori 4, 2, 2
e1 3 4
Catégori 2, 4, 2
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e3 5 8
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s, and every other aspect of team performance. The tools they use—such as scheduling
People,
Votre
software, computers, project notebooks, and daily planners—help with both the what and the
how. But the tools do not make an instant project manager of a person who has not been Tools,
and Systems Project
planners—help with bothmanagement is not just scheduling. It is not just tools. It is not a job
position or a job title.
the what and the how. But It is not even the sum total of these. But my experience shows that few
peoplethe understand
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is not awork, run meetings, and every other aspect of team performance. The tools
job position
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use—such as scheduling
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my experience
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Catégori 4, 2, 2
e1 3 4
Catégori 2, 4, 2
e2 5 4
Catégori 3, 1, 3
e3 5 8
Catégori 4, 2, 5
e4 5 8
s, and every other aspect of team performance. The tools they use—such as scheduling
People,
Votre
software, computers, project notebooks, and daily planners—help with both the what and the
how. But the tools do not make an instant project manager of a person who has not been Tools,
and Systems Project
planners—help with bothmanagement is not just scheduling. It is not just tools. It is not a job
position or aand
the what job thetitle.how.
It is But
not even the sum total of these. But my experience shows that few
peoplethe tools do not make an believe that project management is scheduling and that if a person
understand this. They
can do some
instant technical
project manager job of
(using
a the word technical in a very broad sense), then that individual
canperson
managewho a project.
has notThis beenis a pervasive problem. We forget that there are two aspects to all
work,Tools, People, and Systems what and the how. The what is the task to be performed. The how
including projects—the
is the process
Project by which itisisnot
management performed. But process also applies to how the team functions
overall—how its members
just scheduling. It is not just communicate, interact, solve problems, deal with conflict, make
decisions,
tools. It assign
is not awork, run meetings, and every other aspect of team performance. The tools
job position
they oruse—such
a job title. as scheduling
It is not even software,
the sum total of these. But
my experience
texte ici
computers, project notebooks,
and daily planners—help with both the what and the how. But the tools do not make an instant
project manager of a person who has not been Tools, People, and Systems Project management
is not just scheduling. It is not just tools. It is not a job position or a job title. It is not even the
sum total of these. But my experience shows that few people understand this. They believe that
project management is scheduling and that if a person can do some technical job (using the
word technical in a very broad sense), then that individual can manage a project. This is a
pervasive problem. We forget that there are two aspects to all work, including projects—the
what and the how. The what is the task to be performed. The how is the process by which it is
performed. But process also applies to how the team functions overall—how its members
communicate, interact, solve problems, deal with conflict, make decisions, assign work, run
meetings, and every other aspect of team performance. The tools they use—such as scheduling
software, computers, project notebooks, and daily planners—help with both the what and the
at and the how. The what is the task to be performed. The how is the process by which it is
performed. But process also applies to how the team functions overall—how its members
communicate, interact, solve problems, deal with conflict, make decisions, assign work, run
meetings, and every other aspect of team performance. The tools they use—such as scheduling
software, computers, project notebooks, and daily planners—help with both the what and the
how. But the tools do not make an instant project manager of a person who has not been Tools,
People, and Systems Project management is not just scheduling. It is not just tools. It is not a job
position or a job title. It is not even the sum total of these. But my experience shows that few
people understand this. They believe that project management is scheduling and th
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