Tools, People, and Systems Project management is not just scheduling. It is not just tools.

It is
not a job position or a job title. It is not even the sum total of these. But my experience shows
that few people understand this. They believe that project management is scheduling and that if
a person can do some technical job (using the word technical in a very broad sense), then that
individual can manage a project. This is a pervasive problem. We forget that there are two
aspects to all work, including projects—the what and the how. The what is the task to be
performed. The how is the process by which it is performed. But process also applies to how the
team functions overall—how its members communicate, interact, solve problems, deal with
conflict, make decisions, assign work, run meetings, and every other aspect of team
performance. The tools they use—such as scheduling software, computers, project notebooks,
and daily planners—help with both the what and the how. But the tools do not make an instant
project manager of a person who has not been Tools, People, and Systems Project management
is not just scheduling. It is not just tools. It is not a job position or a job title. It is not even the
sum total of these. But my experience shows that few people understand this. They believe that
project management is scheduling and that if a person can do some technical job (using the
word technical in a very broad sense), then that individual can manage a project. This is a
pervasive problem. We forget that there are two aspects to all work, including projects—the
what and the how. The what is the task to be performed. The how is the process by which it is
performed. But process also applies to how the team functions overall—how its members
communicate, interact, solve problems, deal with conflict, make decisions, assign work, run
meetings, and every other aspect of team performance. The tools they use—such as scheduling
software, computers, project notebooks, and daily planners—help with both the what and the
how. But the tools do not make an instant project manager of a person who has not been Tools,
People, and Systems Project management is not just scheduling. It is not just tools. It is not a job
position or a job title. It is not even the sum total of these. But my experience shows that few
people understand this. They believe that project management is scheduling and that if a person
can do some technical job (using the word technical in a very broad sense), then that individual
can manage a project. This is a pervasive problem. We forget that there are two aspects to all
work, including projects—the what and the how. The what is the task to be performed. The how
is the process by which it is performed. But process also applies to how the team functions
overall—how its members communicate, interact, solve problems, deal with conflict, make
decisions, assign work, run meetings, and every other aspect of team performance. The tools
they use—such as scheduling software, computers, project notebooks, and daily planners—help
with both the what and the how. But the tools do not make an instant project manager of a
person who has not been Tools, People, and Systems Project management is not just
scheduling. It is not just tools. It is not a job position or a job title. It is not even the sum total of
these. But my experience shows that few people understand this. They believe that project
management is scheduling and that if a person can do some technical job (using the word
technical in a very broad sense), then that individual can manage a project. This is a pervasive
problem. We forget that there are two aspects to all work, including projects—the what and the
how. The what is the task to be performed. The how is the process by which it is performed. But
process also applies to how the team functions overall—how its members communicate,
interact, solve problems, deal with conflict, make decisions, assign work, run meetings, and
every other aspect of team performance. The tools they use—such as scheduling software,
computers, project notebooks, and daily planners—help with both the what and the how. But
the tools do not make an instant project manager of a person who has not been Tools, People,
and Systems Project management is not just scheduling. It is not just tools. It is not a job
position or a job title. It is not even the sum total of these. But my experience shows that few
people understand this. They believe that project management is scheduling and that if a person
can do some technical job (using the word technical in a very broad sense), then that individual
can manage a project. This is a pervasive problem. We forget that there are two aspects to all
work, including projects—the what and the how. The what is the task to be performed. The how
is the process by which it is performed. But process also applies to how the team functions
overall—how its members communicate, interact, solve problems, deal with conflict, make
decisions, assign work, run meetings, and every other aspect of team performance. The tools
they use—such as scheduling software, computers, project notebooks, and daily planners—help
with both the what and the how. But the tools do not make an instant project manager of a
person who has not been Tools, People, and Systems Project management is not just
scheduling. It is not just tools. It is not a job position or a job title. It is not even the sum total of
these. But my experience shows that few people understand this. They believe that project
management is scheduling and that if a person can do some technical job (using the word
technical in a very broad sense), then that individual can manage a project. This is a pervasive
problem. We forget that there are two aspects to all work, including projects—the what and the
how. The what is the task to be performed. The how is the process by which it is performed. But
process also applies to how the team functions overall—how its members communicate,
interact, solve problems, deal with conflict, make decisions, assign work, run meetings, and
every other aspect of team performance. The tools they use—such as scheduling software,
computers, project notebooks, and daily planners—help with both the what and the how. But
the tools do not make an instant project manager of a person who has not been Tools, People,
and Systems Project management is not just scheduling. It is not just tools. It is not a job
position or a job title. It is not even the sum total of these. But my experience shows that few
people understand this. They believe that project management is scheduling and that if a person
can do some technical job (using the word technical in a very broad sense), then that individual
can manage a project. This is a pervasive problem. We forget that there are two aspects to all
work, including projects—the what and the how. The what is the task to be performed. The how
is the process by which it is performed. But process also applies to how the team functions
overall—how its members communicate, interact, solve problems, deal with conflict, make
decisions, assign work, run meetings, and every other aspect of team performance. The tools
they use—such as scheduling software, computers, project notebooks, and daily planners—help
with both the what and the how. But the tools do not make an instant project manager of a
person who has not been Tools, People, and Systems Project management is not just
scheduling. It is not just tools. It is not a job position or a job title. It is not even the sum total of
these. But my experience shows that few people understand this. They believe that project
management is scheduling and that if a person can do some technical job (using the word
technical in a very broad sense), then that individual can manage a project. This is a pervasive
problem. We forget that there are two aspects to all work, including projects—the what and the
how. The what is the task to be performed. The how is the process by which it is performed. But
process also applies to how the team functions overall—how its members communicate,
interact, solve problems, deal with conflict, make decisions, assign work, run meetings, and
every other aspect of team performance. The tools they use—such as scheduling software,
computers, project notebooks, and daily planners—help with both the what and the how. But
the tools do not make an instant project manager of a person who has not been Tools, People,
and Systems Project management is not just scheduling. It is not just tools. It is not a job
position or a job title. It is not even the sum total of these. But my experience shows that few
people understand this. They believe that project management is scheduling and that if a person
can do some technical job (using the word technical in a very broad sense), then that individual
can manage a project. This is a pervasive problem. We forget that there are two aspects to all
work, including projects—the what and the how. The what is the task to be performed. The how
is the process by which it is performed. But process also applies to how the team functions
overall—how its members communicate, interact, solve problems, deal with conflict, make
decisions, assign work, run meetings, and every other aspect of team performance. The tools
they use—such as scheduling software, computers, project notebooks, and daily planners—help
with both the what and the how. But the tools do not make an instant project manager of a
person who has not been Tools, People, and Systems Project management is not just
scheduling. It is not just tools. It is not a job position or a job title. It is not even the sum total of
these. But my experience shows that few people understand this. They believe that project
management is scheduling and that if a person can do some technical job (using the word
technical in a very broad sense), then that individual can manage a project. This is a pervasive
problem. We forget that there are two aspects to all work, including projects—the what and the
how. The what is the task to be performed. The how is the process by which it is performed. But
process also applies to how the team functions overall—how its members communicate,
interact, solve problems, deal with conflict, make decisions, assign work, run meetings, and
every other aspect of team performance. The tools they use—such as scheduling software,
computers, project notebooks, and daily planners—help with both the what and the how. But
the tools do not make an instant project manager of a person who has not been Tools, People,
and Systems Project management is not just scheduling. It is not just tools. It is not a job
position or a job title. It is not even the sum total of these. But my experience shows that few
people understand this. They believe that project management is scheduling and that if a person
can do some technical job (using the word technical in a very broad sense), then that individual
can manage a project. This is a pervasive problem. We forget that there are two aspects to all
work, including projects—the what and the how. The what is the task to be performed. The how
is the process by which it is performed. But process also applies to how the team functions
overall—how its members communicate, interact, solve problems, deal with conflict, make
decisions, assign work, run meetings, and every other aspect of team performance. The tools
they use—such as scheduling software, computers, project notebooks, and daily planners—help
with both the what and the how. But the tools do not make an instant project manager of a
person who has not beenTools, People, and Systems Project management is not just scheduling.
It is not just tools. It is not a job position or a job title. It is not even the sum total of these. But
my experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that agement is scheduling and that if a person can do some technical job
(using the word technical in a very broad sense), then that individual can manage a project. This
is a pervasive problem. We forget that there are two aspects to all work, including proj

Chart Title
Série 2 Série 1
1/5/2002
40

20
1/9/2002 1/6/2002

1/8/2002 1/7/2002

ects—the what and the how. The what is the task to be performed. The how is the process by
which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not beenTools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not beenTools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not beenTools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not beenTools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not beenTools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not beenTools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not beenTools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
 Chart Title

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that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not beenTools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not beenTools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not beenTools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not beenTools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not beenTools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not beenTools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not beenTools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not beenTools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not beenTools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not beenTools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not beenTools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not beenTools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not beenTools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not beenTools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not beenTools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not beenTools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been Tools, People, and Systems
Project management is not just scheduling. It is not just tools. It is not a job position or a job
title. It is not even the sum total of these. But my experience shows that few people understand
this. They believe that project management is scheduling and that if a person can do some
technical job (using the word technical in a very broad sense), then that individual can manage a
project. This is a pervasive problem. We forget that there are two aspects to all work, including
projects—the what and the how. The what is the task to be performed. The how is the process
by which it is performed. But process also applies to how the team functions overall—how its
members communicate, interact, solve problems, deal with conflict, make decisions, assign
work, run meetings, and every other aspect of team performance. The tools they use—such as
scheduling software, computers, project notebooks, and daily planners—help with both the
what and the how. But the tools do not make an instant project manager of a person who has
not been Tools, People, and Systems Project management is not just scheduling. It is not just
tools. It is not a job position or a job title. It is not even the sum total of these. But my
experience shows that few people understand this. They believe that project management is
scheduling and that if a person can do some technical job (using the word technical in a very
broad sense), then that individual can manage a project. This is a pervasive problem. We forget
that there are two aspects to all work, including projects—the what and the how. The what is
the task to be performed. The how is the process by which it is performed. But process also
applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—help with both the what and the how. But the tools do not
make an instant project manager of a person who has not been