Praxis a free, open-source framework that brings together the core elements of project, programme, and portfolio management (P3M) into one unified approach. Unlike traditional methodologies that rely on static content, Praxis Framework evolves in real-time based on industry feedback, making it adaptable to the challenges modern organisations face.

But that’s not all—Projecting Success is working with Praxis to take things even further. By integrating data schemas, standards, and reusable solutions, they are creating a more data-driven, knowledge-sharing ecosystem that enhance project delivery with standardised analytics and embedded automation.

This collaboration will power Marvin, Praxis’ AI-powered community agent, with even more deep expertise, and the Praxis team are launching an open-source solution centre where the community can contribute, collaborate, and innovate.

It’s an exciting journey to transform project delivery together—by the community, for the community.  We are pleased to have played our part, making most of the information available at https://mosaicprojects.com.au/PMKI.php available to Praxis and Marvin.  

For more see:  https://www.praxisframework.org/  and

For Marvin: https://llmjonah.azurewebsites.net/#/chat/ or  
https://www.aipmo.org/marvin-ai/

Our latest article, CSR, TBL, and Too Many Other Acronyms looks at the relationship between ESG, CSR, TBL and a range of other concepts that relate to the need for organizations to act in ways that are socially and environmentally sustainable.

The concepts are good for everyone and central to good governance, but does the alphabet soup of acronyms that are appearing help or hinder the achievement of good governance outcomes?

Download CSR, TBL, and Too Many Other Acronyms : https://mosaicprojects.com.au/Mag_Articles/AA029_CSR_TBL_+_Too_Many_Other_Acronyms.pdf

For more on sustainability see: https://mosaicprojects.com.au/PMKI-TPI-005.php#Process3  

Our latest paper, Project Management – A Historical Timeline has been published in the January edition of PM World Journal. Read the full journal free of charge at: https://pmworldjournal.com/

The objective of this paper is to put the development of management, and project management capabilities into the wider flow of history for the period from 1000 CE to 2020 CE. This has been done by tabulating some of the significant events in history, with the advances in management thinking documented in our PM history papers, and a brief selection of important engineering and other achievements. The selection may be idiosyncratic but I’m happy to add other important events – just comment or (preferred) send an email with your ideas.

The intent, to quote Joseph Priestley (1733 – 1804) is that a well-constructed timeline becomes “a most excellent mechanical help to the knowledge of history”, and may identify cross linkages that may be worth further research – history does not occur in isolation. Other coincidences may be simply interesting, for example Henri Fayol (France) and Henry Gantt (USA) both published significant books on the management of factories in 1916 while World War 1 was raging.  The full paper (with updates) can be downloaded from: https://mosaicprojects.com.au/PDF_Papers/P212_Historical_Timeline.pdf

For more on the history of project management and its allied disciplines see: https://mosaicprojects.com.au/PMKI-ZSY.php

The fifth and final paper in Dr. Lynda Bourne’s series: Project Management in the time of COVID has been published in the November edition of PM World Journal.  This paper outlines some practical ways to facilitate the changes proposed in the previous four papers in this series, and identifies some processes and actions that can be applied by organizations to assist with the transition to life post-COVID.

It is organized as follows:

• First, a discussion of the importance of leadership, engagement of stakeholders, managing uncertainty, consultation, and communication, in facilitating change
• Second a discussion on approaches for effective change management
• Third a focus on how to identify and counteract recurring issues in implementing the change.

The full series can be downloaded from https://mosaicprojects.com.au/PMKI-ORG-060.php#COVID

The fourth paper on our series for the PM World Journal on Project Management in the time of COVID, Rethinking Communication has been uploaded to the Mosaic website.

Organizations everywhere are struggling with the requirements of returning project planning and delivery to pre-COVID levels, which in turn creates a range of communication challenges. They need to prevail over the global threats of staff and material shortages, the demographic changes to the project workforce and the general reluctance of project teams members to resume full-time face-to-face modes of working. These are complex issues for organizations and may need courage to introduce innovative flexible work modes and to introduce new people strategies to acquire and retain project workers. It is a great opportunity for innovation and flexibility, and will require a measure of audacity from often conservative organizations. To achieve these ambitious goals, they must ensure that communication and people management strategies match any changes they plan to introduce, and even more important, to ensure adequate consultation with their people.

Download all three papers from: Project Management in the time of COVID

Over the last couple of months, I’ve seen many discussions around the concept of agile in project management where it seems no one was talking about the same thing……..  This set me thinking.

My conclusion is the Agile Manifesto sets out a philosophy not a methodology and change the term ‘software’ used in the manifesto to product (or output), it is a generally applicable philosophy.  Then there are various methodologies for implementing this philosophical approach. This distinction creates to totally different areas of discussion.  One is the validity of the philosophical ideas, the other the appropriateness of any given methodology in the circumstances of a particular project.

The underpinning philosophy driving the development of project management from the 1960s through to the 2000s was derived from scientific management, the core elements being:

1. The future is largely predictable and we can create reliable schedules and budgets for a project.
2. These plans can be used by management to control the work of the project.
3. Risk is important, and if you do enough work, you can parameterize the overall risk profile and allow appropriate contingencies based on the management’s risk appetite.
4. When things go wrong, someone is at fault.
5. The way to improve project outcomes is to do ‘project management better’.

Then the Agile Manifesto was published. It sees most elements of traditional project management as valuable, but places more emphasis on:

• Individuals and interactions,
• Working software products (fit for purpose),
• Customer collaboration,
• Responding to change.

These ideas are consistent with other innovations such as empowerment, self-managed teams, and stakeholder engagement which also emerged into prominence in the 2000s.

This ‘agile philosophy’ represents a paradigm shift in thinking from the older project management ideas that are built around predictability and ‘command and control’ to one focused on delivering value to the client by working with people.

A third concept, also from the 2000s, is complexity which emphasizes the impossibility of predicting future outcomes, the day-to-day actions of the project team build the future within an ever-changing environment.

My feeling is at this level most thinking project practitioners will be willing to agree agility and complexity are important elements in the successful management of projects.

Then you get to the methodologies.  Scrum is a methodology developed for use on soft projects (software development, and others). It emphasizes using the skills and capability of the project team to decide what to do next.  Lean construction also emphasizes using the skills and capability of the project team to decide what to do next. The difference between the two is the characteristics of the product places far more constraints on the work of the construction team, compared to the software team, and this is reflected in the methodology.   

Separating the discussions around approach (philosophy) between predictive, agile and/or complex is important for the evolution of project management as a concept. But this is a different discussion to the one about which of the methodologies is best for a particular project. In this respect the agile community are well ahead of the more traditional project communities.  Agile methodologies include Scrum, DA, Safe, XP, Kanban and several others. 

In the more traditional industries, we have a few concepts such as Lean Construction and BIM, but mostly continue to approach the management of projects in the same way as we did in the 1970s, 1980s, 1990s, etc.  And continue to see the same failure rates, and continue to blame people, or the lack of skills, or the lack of diligence in the planning……. Maybe there is a need for a reframing of the discussions.

The third paper in my series for the PM World Journal on Project Management in the time of COVID, Rethinking Teams has been uploaded to the Mosaic website.

Teams are central to project delivery, but the current situation of ‘living with COVID’ presents a series of challenges including the challenge of acquiring and supporting teams and team members, and dealing with the residual issues of the pandemic such as anxiety, loss of control over the work product and re-negotiating work-life balance. New modes of working create advantages and disadvantages from the perspective of both workers and organizations. But, how best to manage teams in the new hybrid mode, based on the learnings from the previous decade’s use of virtual teams and deal with the urgent emerging issues such as, shortages of experienced staff, and how to reform training, acquisition and retention of project team members.

Download all three papers from: Project Management in the time of COVID

Rethinking Leadership and Governance is the second paper in the series Project Management in the time of COVID. Governance and leadership are mutually inclusive. Leaders define and support good governance, while leadership is enhanced by good governance.

This paper looks at the definitions of governance and leadership, then describes Australia’s pre-pandemic environment in terms of those definitions, followed by an overview of our first two years of lockdowns. The final section discusses how reviews and reforms of governance and leadership practices may be applied to develop the new normal needed to counteract the problems of the past.

Download the paper from:  https://mosaicprojects.com.au/PMKI-ORG-060.php#COVID

PM World Journal is a free monthly project management journal, see more at: https://pmworldjournal.com/

The first in a series of five papers by Dr. Lynda Bourne, commissioned by PM World Journal has been uploaded to the Mosaic website.

Uncertainty – Is it time to rethink? considers what uncertainty might mean post-pandemic. Through a discussion of the concept of a Zone of Uncertainty, the paper considers how the current heightened awareness of uncertainty and unknown unknowns can contribute to more effective risk management practice, and how the introduction of the concepts of resilience, persistence, and adaptability may assist individuals, groups, and organizations to recover, review and reform their practices.

Download the paper from:  https://mosaicprojects.com.au/PMKI-ORG-060.php#COVID 

PM World Journal is a free monthly project management journal, see more at: https://pmworldjournal.com/  

The full line up of speakers is now locked-in, all we need is for the project management community to support our efforts. All you have to do is donate to participate $10 to $999 (or more), it’s your choice – all proceeds go to UNICEF to help support for children and families from Ukraine. After donating, a Zoom link will be forwarded to allow access to the event.  See more on the event home page: https://charity-conference.com/