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Project management has evolved significantly since its early days, transitioning from basic tools to a comprehensive discipline essential for modern businesses. The document emphasizes the need for project managers to adapt their approaches to fit the diverse nature of projects today, advocating for a hybrid framework that incorporates both traditional and innovative practices. It highlights the importance of selecting the appropriate project management lifecycle model based on project characteristics to improve success rates and maintain competitive advantage.

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Oluwafemi Adeleye
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2 views1 page

Kortext _ EPUB Reader

Project management has evolved significantly since its early days, transitioning from basic tools to a comprehensive discipline essential for modern businesses. The document emphasizes the need for project managers to adapt their approaches to fit the diverse nature of projects today, advocating for a hybrid framework that incorporates both traditional and innovative practices. It highlights the importance of selecting the appropriate project management lifecycle model based on project characteristics to improve success rates and maintain competitive advantage.

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Oluwafemi Adeleye
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05/08/2026, 14:23 Effective Project Management

I have practiced project management since 1963, which pre‐dates the Project Management Institute (PMI) by a few years. Across the
years, I have seen project management mature from a simple approach based mostly on Gantt charts and critical paths to a multi‐
disciplined array of tools, templates, and processes tailored to fit all types of situations. Project management is no longer just another
tool in the toolkit of an engineer. It is now a way of life as many businesses have morphed themselves into some form of project‐
based organization. Although there will continue to be applications for which the old ways are still appropriate, there is a whole new
set of applications for which the old ways are totally inappropriate. The paradigm must shift and is shifting. Take APM, for example,
which formally came on the scene in 2001 [Fowler and Highsmith, 2001]. It represented a marked formal departure from the then‐
current practices. Any company that hasn't embraced that shift is sure to risk losing project management as a strategic asset and
market share as a consequence. “Change or die” was never a truer statement than it is today. From that humble introduction in 2001
has emerged an entire portfolio of project management types. Many of these are mentioned in detail in Parts II and III.
Why do we need yet another way of managing projects? Don't we have enough options already? Yes, there certainly are plenty of
options, but projects still fail at an unacceptably high rate. In the past, the efforts of project managers have not been too fruitful.
There are lots of reasons for that failure. I believe that part of the reason is because we haven't yet completely defined, at a practical
and effective level, how to adjust our management approaches to embrace the types of projects that we are being asked to manage in
today's business environment. Too many project managers are trying in vain to put square pegs in round holes because all they have
are square pegs. We need to approach project management as the art and science that it truly is. Chapter 14, “Hybrid Project
Management Framework,” may be the answer we have sought for many years. That means basing it on irrefutable principles and
concepts and building on those to produce a scientifically defined discipline.
To me the answer to our project management difficulties is obvious. Project managers must open their minds to the basic principles
on which project management is based so as to accommodate change, avoid wasted dollars, avoid wasted time, and protect market
positions. “Lean” practices are emerging to handle these difficulties, which are discussed in , “Agile Complex Project Management
Models,” and , “Extreme Complex Project Management Models.” For as long as I can remember, I have been preaching that one size
does not fit all. The characteristics of the project must be the basis on which project management approaches are defined. This
concept has to be embedded in your approach to project management. Your thinking must embrace a project management approach
that begins by choosing the best fit PMLC model based on the characteristics of the project at hand The RBS is the artifact that will

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