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what is the task to be performed. The how is the process by which it is performed. But process
also applies to how the team functions overall—how its members communicate, interact, solve
problems, deal with conflict, make decisions, assign work, run meetings, and every other aspect
of team performance. The tools they use—such as scheduling software, computers, project
notebooks, and daily planners—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 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