Cognitive Project Management Series
Volumes 5 -8 of the ICS-Compendium
The Cognitive Project Management Series is for those who wish to elevate their current Project Time Management approach to a model better suited for the Construction Industry, or wishes to learn about the latest innovations in Project Time Management: collectively called Momentum Management.
Dominant Project Management Series Follows Cognitive T.I.M.E. Framework
The Cognitive Project Management Series contains four volumes, each written with a different aspect of Project Time Management in mind. The four “aspects” of Project Time Management, according to the ICS-Compendium anyway, align with what we call the Cognitive T.I.M.E. Framework.
[Note: Even though this title includes the word “cognitive,” the framework is equally useful for framing discussions of Project Time Management according to Dominant Project Management thinking, too.]
Volumes Comprising the Dominant Project Management Series
The first four volumes of the ICS-Compendium constitute the Dominant Project Management Series. While these books can be read in any order, we recommend that you digest them in numerical order. If you are pressed for time and can only read two of the books, then consider Volume 1 followed by Volume 3. Again we point to one of the most salient features of the ICS-Compendium, that all volumes utilize the same terminology, as defined by the ICS-Dictionary.
Fundamentals of Momentum Science
ICS-Compendium, Volume 5 (Cognitive Project Management Series, Volume 1) Learn More
This book explores the most technical aspects of Momentum Management, its underlying science. Here one can find a full discussion of Performance Intensity, Dilemma Forecasting, Flow Rate Analysis, and much more.
Introduction to Momentum Management
ICS-Compendium, Volume 6 (Cognitive Project Management Series, Volume 2) Learn More
This book explains the thinking behind Momentum Management. There is too much to summarize on this web page, but a single example might serve to illustrate the book’s purpose. Consider the very idea of managing the momentum of the project (a causative factor), as opposed to managing the consequences of actions after-the-fact.
Picture walking through a crowded shopping mall, where droves of people move at different paces. If you are rushing to a destination and want to maintain your momentum, you study the crowd ahead, note their respective rates of travel, and make decisions about your own pace and direction. You may temporarily speed up to slide around and in front of two senior citizens who are about to block a doorway. You may slow down in order to let other pedestrians cross your path in front of you.
We define momentum as “pace and direction,” and the concept is that Project Executors are far more effective (and their projects far more successful) if the primary management focus is on establishing and maintaining a collective momentum across the Project Team. When we manage to momentum, we take a pro-active posture. When we manage to statistics (Total Float and Earned Value), we take a reactive posture.
Applied Momentology: Introduction to PAGUSYS
ICS-Compendium, Volume 7 (Cognitive Project Management Series, Volume 3) Learn More
This is the methodological counterpart to Volume 3 where we discussed how to design, develop, maintain, and use a broad range of Project Time Management products and services. This book teaches how the entire Project Team can greatly enhance their individual efforts through a comprehensive and all-inclusive Project Time Management approach.
Principles of Cognitive Project Management
ICS-Compendium, Volume 8 (Cognitive Project Management Series, Volume 4) Learn More
Momentum Management — while chock full of new ideas, concepts, tools, and processes — cannot operate properly within the context of an opposing Dominant Project Management mind set. Needed is a rather sweeping overhaul of the “operational context” (Ecology) of the project management effort. This book recommends changes in attitude, contract language, motivation techniques (rewards versus penalties), conflict avoidable measures, and so forth.