Comments on: Vroom and the “Capability Principle”: from sharing the project vision to successfully delivering projects http://www.reformingprojectmanagement.com/2008/03/12/862/ The magazine for the project age Sat, 30 Aug 2008 05:50:08 +0000 http://wordpress.org/?v=2.0.5 by: Harry Clovenheit http://www.reformingprojectmanagement.com/2008/03/12/862/#comment-20756 Wed, 28 May 2008 23:46:29 +0000 http://www.reformingprojectmanagement.com/2008/03/12/862/#comment-20756 Claude, Although I’m no PM buff, I agree with you about the whole sharing project vision concept. I am merely a contractor having sometimes to travel a fair bit to get my job done, but the firm I work for uses this PM software which allows me to communicate my development with them simply by updating my progress. I don’t know if any other PM software has this feature, but it’s great. The point is, even though I’m only a contractor it encompasses me into their project vision simply by keeping in touch about my development, no matter how insignificant or dispersed I am. I see it as technology’s great rejection of the older dinosaur ethics of PM you were appalled by. By the way if anyone is interested in the software, I have included the link for it <a href="http://www.project123.com/" rel="nofollow">Project123</a>. Great article, keep it up. Claude,
Although I’m no PM buff, I agree with you about the whole sharing project vision concept. I am merely a contractor having sometimes to travel a fair bit to get my job done, but the firm I work for uses this PM software which allows me to communicate my development with them simply by updating my progress. I don’t know if any other PM software has this feature, but it’s great. The point is, even though I’m only a contractor it encompasses me into their project vision simply by keeping in touch about my development, no matter how insignificant or dispersed I am. I see it as technology’s great rejection of the older dinosaur ethics of PM you were appalled by. By the way if anyone is interested in the software, I have included the link for it Project123.

Great article, keep it up.

]]> by: Tom Cagley http://www.reformingprojectmanagement.com/2008/03/12/862/#comment-20741 Fri, 11 Apr 2008 15:20:28 +0000 http://www.reformingprojectmanagement.com/2008/03/12/862/#comment-20741 The Capability Principle is strongly coupled the triggers to behaviour change (motivation, ability to perform and trigger). All three components need to exist for change to happen or capability. Information critical to enable capability. The Capability Principle also dove tails with comments made by Phil Armour on the Software Process and Measurment Cast (www.spamcast.net) in a recent interview. One that struck me was that most structures reflect a command and control structure versus a structure needed to support more chaotic / knowledge based endevours. The Capability Principle is strongly coupled the triggers to behaviour change (motivation, ability to perform and trigger). All three components need to exist for change to happen or capability. Information critical to enable capability.

The Capability Principle also dove tails with comments made by Phil Armour on the Software Process and Measurment Cast (www.spamcast.net) in a recent interview. One that struck me was that most structures reflect a command and control structure versus a structure needed to support more chaotic / knowledge based endevours.

]]> by: David Green http://www.reformingprojectmanagement.com/2008/03/12/862/#comment-20736 Fri, 14 Mar 2008 01:45:15 +0000 http://www.reformingprojectmanagement.com/2008/03/12/862/#comment-20736 The big trouble with not sharing the vision, and everything else that you are able to share about a project, is that you limit the capability of the team. It is impossible to predict which connections are going to be important for any particular task, and a really important connection might not be made if a team member is not aware of the overall context of his or her actions and so the project ends up limping instead of running and failing in the detail. The failing that leads to this form of management is a misconception that people are machines. All work is a social activity and it must be allowed to work socially to be effective. Strange that in the home of modern democracy work could be done in such an authoritarian manner! The big trouble with not sharing the vision, and everything else that you are able to share about a project, is that you limit the capability of the team. It is impossible to predict which connections are going to be important for any particular task, and a really important connection might not be made if a team member is not aware of the overall context of his or her actions and so the project ends up limping instead of running and failing in the detail.
The failing that leads to this form of management is a misconception that people are machines. All work is a social activity and it must be allowed to work socially to be effective. Strange that in the home of modern democracy work could be done in such an authoritarian manner!

]]> by: shailendra http://www.reformingprojectmanagement.com/2008/03/12/862/#comment-20735 Thu, 13 Mar 2008 13:08:11 +0000 http://www.reformingprojectmanagement.com/2008/03/12/862/#comment-20735 sharing vision is a wonderful idea for, an achievement motivation is always a driving tool. however two things will matter - 1. the communication reciever recieves it in exactly same meaning as it is send. for assuring this, a feedback/ verification is must. 2. capacity should be assessed in two ways - objectively or unbiased and, existing or acquired(by training). Again it requires external support as it is a subjective matter for everyone to assess his own capability. One last thing - Saying 'NO' is itself is a matter of personality. sharing vision is a wonderful idea for, an achievement motivation is always a driving tool. however two things will matter - 1. the communication reciever recieves it in exactly same meaning as it is send. for assuring this, a feedback/ verification is must.
2. capacity should be assessed in two ways - objectively or unbiased and, existing or acquired(by training). Again it requires external support as it is a subjective matter for everyone to assess his own capability.
One last thing - Saying ‘NO’ is itself is a matter of personality.

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