Principles of Cognitive Project Management
ICS-Compendium Cognitive Series: Volume 8
Momentum Management, while chock full of new ideas, concepts, tools, and processes … cannot operate properly against the context of a 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.
As we have noted elsewhere, as promising as Momentum Management is (as a refreshing and vibrant Project Time Management model), it cannot grow and flourish in a toxic Project Management environment. The current (Dominant) Project Management model is simply not conducive to the kind of ideological changes recommended by Cognitive Project Management.
The differences are stark: in organizational structure, in management philosophy, in tools, and in processes. Needed then is a different Project Management model, what we call Cognitive Project Management.
This book explores the many changes that Management can, and must, change if they wish to improve their Project Success track record. But that “Management” is not just of the Contractor organization. Indeed, it is mainly the Owner organization that sets the tone, conditions, and expectations for the project. It is the Owner that establishes Project Management’s Ecology (“operational context’). In turn, Project Management itself constitutes the Ecology of Project Time Management which, you will recall, is the single most important ingredient to successful Project Management.
So it all comes down to (a) the Owner and (b) the Contractor – at their respective Upper Management levels. That is why Cognitive Project Management is constantly looking for ways to reach out and connect with Owner and Contractor decision-makers.
A starting point for the kind of change that the Construction Industry needs is this book.