My two previous posts, looking at the reasons for deviance between management and engineer views of projects, attracted a number of comments, primarily in two camps. One camp spoke of Management-in-Denial, going into the reasons and contexts why an enterprise would behave that way, travelling into shareholder-versus-customer expectations along the way. A second camp looked [...]
Continuing with musing on project management and communication
October 15th, 2006 · 8 Comments · Four pillars
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