It’s not surprising then that the planning-related books in the corner of my office disagree heavily with each other. Some focus on business strategy, others on engineering and scheduling processes (the traditional focus of project planning), and a few on understanding and designing for customers. But more distressing than their disagreements is that these books fail to acknowledge that other approaches even exist. This is odd because none of these perspectives—business, technology, customer—can ever exist without the others. More so, I’m convinced that success in project planning occurs at the intersections in these different points of view. Any manager who can see those intersections has a large advantage over those who can’t
