Traditionally, the practice of project management has taken a linear approach. Based on the assumption that projects have a clear definition of “done,” project managers have generally been trained to work towards explicit and pre-defined deadlines, budgets, and scopes. But that assumption is becoming increasingly inaccurate.

As agile becomes the norm, the systems that drive many of our organizations are becoming continuous, rather than fixed. The second we determine a system to be “done” is the second it begins its descent into irrelevance. Ask yourself, “When is Netflix or Google done?,” and you start to get a sense of the growing irrelevance of the concept of a finished project. And without a target end state, traditional project management tools such as Gantt charts, fixed budgets, or strict roadmaps are not only impossible to implement — they’re a waste of time.
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