We get up, walk into the exhibition area - he goes to his booth, I to lunch - and continue talking. He adds: "Tools don't see people as people, they see them as resources. They can't address ongoing planning. In projects like construction projects, they have a place, but the premise of traditional project management tools has inherent flaws."
He explains that project tools often create barriers between team members, an extra step before something can get done.
“They simply do not fit into the social context of work,” he concludes.
We say goodbye and go our separate ways.
A project management software representative reads “Gartner” on my name tag malaysia telegram data and tries to pull me over to his booth.
I already know the tool and ignore him because I now know that his product will be obsolete next year.
Let's talk further
These assessments have far-reaching consequences and not all of them will turn out to be correct. I would be interested to hear how project, program and general management see them.
Does your IT department use agile methods? Or an agile philosophy? What does it look like in your company as a whole?
Do you think project management will evolve into program management? Have you noticed how many tools and features there are?
Where am I right? Where am I wrong?
Leave us your own opinion in the comments or write to me on Twitter: @RachelBurgerPM .
Looking for project management software? Check out Capterra's list of the best project