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Effective Project Management: Traditional, Agile, Extreme, Sixth Edition by Robert K. Wysocki

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Challenges to Effective Project Management

As discussed earlier in this introduction the contemporary project environment presents the project manager and the client with a number of challenges to managing such projects effectively. The use of the best-fit PMLC model will rise to these challenges and adapt as necessary.

Flexibility and Adaptability

Traditional Project Management (TPM) practices were defined and matured in the world of the engineer and construction professional where the team expected (and got, or so it thought) a clear statement from clients as to what they wanted, when they wanted it, and how much they were willing to pay for it. All of this was delivered to the project manager wrapped in a neat package. The “i”s were all dotted, and the “t”s were all crossed. All the correct forms were filed, and all the boxes were filled with the information requested. Everyone was satisfied that the request was well documented and that the deliverables were sure to be delivered as requested. The project team clearly understood the solution they would be expected to provide, and they could clearly plan for its delivery. That describes the naive world of the embryonic project manager until the 1950s. By the mid-1950s the computer was well on its way to becoming a viable commercial resource, but it was still the province of the engineer. Project management continued as it had under the management of the engineers.

The first sign that change was in the wind for the project manager ...

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