Why wouldn't we design project management processes around the human brain?
If the human factor is around 70% of project performance, why wouldn't we design project management processes so that they are effective based on the way humans think?
That said, imagine taking the PMBOK or Agile processes and running them through a processor that evaluated whether each process was the most effective as it is, or if it needs to be reordered, deleted, or added to.
Let's take a planning example to expand on the idea: you are in a planning session and someone asks you to estimate the duration on an activity. However, behavioral research has found that identifying obstacles before inquiring about durations reduces optimism bias, and thus results in more accurate planning.
The vision is continue to research and improve project management processes by designing them around the way humans think and interact with their environments, using behavioral and neuroscience to inform design. The above image is just one example.
Join your peers and become a member of the most advanced project management endeavor, the building of #projectscience through the neuro, behavioral, and cognitive sciences! Behavioral Economics has made great strides, so what are we waiting for?
Buehler, R., Griffin, D., & Peetz, J. (2010). The planning fallacy: Cognitive, motivational, and social origins. In Advances in experimental social psychology (Vol. 43, pp. 1-62). Academic Press.
Be the first to comment
Sign in withFacebook Twitter