Comments on: Construction Summit 2003 — Readers Questioned http://www.reformingprojectmanagement.com/2003/03/17/129/ The magazine for the project age Wed, 08 Oct 2008 08:14:03 +0000 http://wordpress.org/?v=2.0.5 by: Claude Emond http://www.reformingprojectmanagement.com/2003/03/17/129/#comment-294 Wed, 31 Dec 1969 16:00:00 +0000 http://www.reformingprojectmanagement.com/2003/03/17/129/#comment-294 What you say Hal is roughly what I understood about your original satisfaction level with the summit on your 3 real-time postings. As you say, on with the reform. As for the metaphor of project management your were alluding as 'still-looking-for-one' in one of your last comments to other comments, how about a 'collective leap' (a small one with a small team is an 'evolutionary leap', a big one with a small or large team a 'revolutionary leap', a big one that changes radically a whole enterprise and the way it does business a 'quantum leap' or --why not-- a 'mutation'). If it sounds interesting, let me know and I explain further where it comes from. Basic idea - a project is a setting stage to increase value production levels as opposed to current value production in an organization, etc., etc.My working paper on the 'Project Age'- although not showing any awareness about CAS when it was written- can tell you more about where I am coming from with this value creation stuff and 'stepping-up' (leaping upwards) value production levels in ortganizations through projects. address: http://www.theprojectpage.com/id37.htm Bonne journée Claude What you say Hal is roughly what I understood about your original satisfaction level with the summit on your 3 real-time postings. As you say, on with the reform.

As for the metaphor of project management your were alluding as ’still-looking-for-one’ in one of your last comments to other comments, how about a ‘collective leap’ (a small one with a small team is an ‘evolutionary leap’, a big one with a small or large team a ‘revolutionary leap’, a big one that changes radically a whole enterprise and the way it does business a ‘quantum leap’ or –why not– a ‘mutation’). If it sounds interesting, let me know and I explain further where it comes from.
Basic idea - a project is a setting stage to increase value production levels as opposed to current value production in an organization, etc., etc.My working paper on the ‘Project Age’- although not showing any awareness about CAS when it was written- can tell you more about where I am coming from with this value creation stuff and ’stepping-up’ (leaping upwards) value production levels in ortganizations through projects.
address: http://www.theprojectpage.com/id37.htm

Bonne journée

Claude

]]> by: Claude Emond http://www.reformingprojectmanagement.com/2003/03/17/129/#comment-295 Wed, 31 Dec 1969 16:00:00 +0000 http://www.reformingprojectmanagement.com/2003/03/17/129/#comment-295 You are right about the 'special case' of projects- projects for ourselves, not for others !!! -- surely due to a professional paradigm linked to my major line of work ( helping clients making the most out of their strategic-business projects through PMOs, project selection and prioritization processes, the use of more felxible collaborative approches to do more and faster with less etc..). But those projects are also subjected to the same complex world and pursue similar goals of improving one's position in the world. What prevents us to leap for and with a customer (be it internal or external) upwards increasing Value-creation through both internal and outsourced projects; surely projects made for others must have desired outcomes aimed at increasing value for those who ordered the project (be it a new building or something else) As project performer, one and his-her team still work towards making this desired leap come through for their customer, unless they do not care for the ultimate outcome of the project, which is not only the set of deliverables produced but also the use for which they are intended... How do you feel about this line of thought? For the leaping environment, who said it had to be above water ;-)) Salut You are right about the ’special case’ of projects- projects for ourselves, not for others !!! — surely due to a professional paradigm linked to my major line of work ( helping clients making the most out of their strategic-business projects through PMOs, project selection and prioritization processes, the use of more felxible collaborative approches to do more and faster with less etc..). But those projects are also subjected to the same complex world and pursue similar goals of improving one’s position in the world.
What prevents us to leap for and with a customer (be it internal or external) upwards increasing Value-creation through both internal and outsourced projects; surely projects made for others must have desired outcomes aimed at increasing value for those who ordered the project (be it a new building or something else)
As project performer, one and his-her team still work towards making this desired leap come through for their customer, unless they do not care for the ultimate outcome of the project, which is not only the set of deliverables produced but also the use for which they are intended…
How do you feel about this line of thought?
For the leaping environment, who said it had to be above water ;-) )

Salut

]]>