They didn't help solve real problems as much as they provided a framework for different disciplines within an org to work together.
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Yeah, artificial common language sold as something much more. Most such things could be replaced with a glossary, list of reference readings, and a cocktail party.
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Yes that, but also a commonly understood way of describing a path forward on a project. The unspoken drag of "where are we going with all this...? Finance, marketing and technical don't necessarily share a common view.
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Don't want to mount a vigorous defense here b/c the training is bloated but reading does little to help the clashes that happen during a real project.
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And you think LSS really helps smooth that or just create an illusion of smoothness with hidden costs elsewhere? (My view is latter)
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PMP and LSS are project based. Business success is not directly related to the sum of the successful projects minus the costs of the failed ones. The view of the project as the unit is weak.
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Ah now that’s an intriguing insight I can get behind. Jibes with my current thinking and recent experiences.
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Have you seen a company that does something radically different than managing a set of projects? Sadly, I never did.
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Very. One book that kinda gets it is Certain to Win, which is one of my main consulting playbooks.

