You know: a project is just a bunch of people working together to achieve a certain goal. It is the result of many different interactions. Interactions between individuals, but also between project and employees, project and company, company and market. Yeah, we don't use the term "complexity" for nothing.

It isn't easy to make sense of all the interactions between the different levels, but it is something we need to do. As I discussed earlier this year, Panarchy (resilience theory) is a great tool to help us think about this. The father of resilience theory, Buzz Holling, received the 2008 Volvo Environment Prize. Volvo has created a short film (included below, or visit this link to view) that introduces Buzz and his concepts (hat tip Garry Peterson).

When I got a PR notice last week telling me that the "Dictionary of Project Management Terms" currently is in its third edition, I went blank… Why do I need a dictionary? Why not just use "simple" language? So, I asked the author, J. LeRoy Ward … [Project Shrink]: "Why should one learn the specific Project Management language? It seems far more effective to just use simple clear language that everyone understands, even non-Project managers. Why shouldn't one simply ask for clarification when "strange" words are used?"

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In this post I have three postings from Duncan Haughey. He writes great stuff on his site Project Smart. This is of course a new addition to my series "Proud Postings" in which I ask bloggers in the Project Management arena one question: "What are the 3 postings you are most proud of?"

Successful Projects: It's Not Rocket Science

"I wrote this post some years ago and it has remained as popular and relevant as it was back then. It’s about the misconception that managing IT projects is difficult. Avoiding the common pitfalls of IT project management is not rocket science; it is simply a case of taking some sensible measures. The post identifies 5 killer mistakes of project management and their solutions."
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"I want to stay as close to the edge as I can without going over. Out on the edge you see all kinds of things you can't see from the center." -Kurt Vonnegut

Projects are about humans. I know; it says so on my blog. Projects are people working together.

Problems in projects are people problems. I know; research says so. And my blog.

Currently projects operate in complex, mobile, global, on-demand, around the clock, instant and diverse environment. I know you know.

THE question is how we can mold Project Managers in such a way that they can operate within this context? It sounds to me that we should focus on people, people working together, complexity and globalization. And of course another zillion aspects.
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Designer Tim Brown talks in a new Ted.com presentation about the powerful relationship between creative thinking and play. This 30 minute presentation is very interesting for Project Managers:

• In the opening minutes he demonstrates that we fear the judgment of our peers, and therefor are embarrassed to show our ideas (perhaps, that is why every PM does exactly the same thing over and over again).
• He talks about how the workplace and the culture of the company can enhance creativity and with that bring the team towards creating great solutions.
• And a special note for all you software people out there: check around 15:00: the importance of prototyping and feedback to end users!