The recent discussion about the separation project processes from project products fails to recognize that there many alternatives views of project management. I’d like to present a broader concept based on systems architecture and systems engineering described in Rechtin’ s The Art of Systems Architecting. There are four paradigms:
Normative
Rational
Heuristic
Participative
These four paradigms provide a broad set of starting points for the discussion of project management processes. The Normative approach suggests rules and procedures, well defined mechanisms. On the other end is the heuristic and participative approaches which are localized to the needs of the project.
This structure can itself be separated into two general “schools of thought.” For those who see project management as a Normative and Rational approach the major concern is with precise and rigorous definitions and processes and their consistent application to a general set of “projects.” This approach separates project processes from product processes. Discussing project processes in the absence of a specific project domain is possible since it provides an independent vehicle for the Normative and Rational project management activities.
For those with a heuristic and participative approach, there is much less need for an agreement on terms, concepts, precise definitions that are independent of their immediate project management needs. They tend to construct heuristic definitions developed by the participants in a local situation.
Using this structure, process and product are separate for those finding Normative and Rational paradigms useful. For those who find heuristic and participative paradigms useful there is not separate. Systems Engineering (www.incose.org) merges process and product into a single paradigm – systems engineering.
The trouble seems to be that the Systems Engineering approach is still “hidden” inside the aerospace business and hasn’t made it into the general project management realm.
