Improving performance in project delivery and value is as much about management style as slavish adherence to any given set of procedures or methods. A project’s management style should be ethical, adaptable, and agile in its pursuit of positive outcomes. Yet the management thinking around the merits of an individuals’ character to bring about our critical ICT and organisation projects has polarized into almost an ‘old school, new school’ mindset. We locked ourselves for the last two decades into a management and service sector way of delivering projects that overall demeaned the engineer and raised the professional manager. Arguably few of those professional managers had the ‘intuitive feel’ for technology and how best to use it, instead building a coterie of others around them who lacked that inner sense and relationship with the machinery itself.
First published and Copyright 2013
