Project Management is certainly rife with processes, regardless of the particular methodology to which you, or your organization, adhere. Something like 44 processes in nine knowledge areas in the PMI Body of Knowledge, and 40 separate activities in seven processes in Prince2.
As organizations look for ways to be more efficient in delivery of products or services to market, every business process can (and should) come under scrutiny, and this includes the project management processes. Process improvement is the accepted approach to extracting new efficiency from existing process.
I submit what is needed is process destruction. While one could argue that is part of the improvement process, I believe a destructive approach sets a higher bar. The improvement process allows retention, or tweaking, of “pet” processes – ones that keep control in place, provide perceived job security for a group or individual, or institutionalize risk and change aversion.
Taking a destructive approach should ask the tougher, more difficult questions regarding the efficacy of a process. It should require business, financial, or regulatory proof to pass muster. And when it comes to project management it should also answer the question “how does this increase speed to market?” While it is understood there are quality considerations with any product or service, and being the first to market with a seriously flawed product is rarely successful, the rigor of the destructive process is no less valid or valuable.
As a function of business improvement, this process should be continual, not something taken of the shelf every fiscal year and given a cursory glance. With the pace of innovation in today’s global markets, using the same processes from 2 or 5 or 10 years ago, and not putting them through the destructive process, is moving backwards, regardless of the industry or product.
So if you’re using the same project management process and haven’t asked the tough questions, there is only one question your leadership should be asking…
WHY?
Art and Wisdom of Project Management 
I have read your articles a couple of times and I’m still not clear on what you think should be done? Should we not follow any process to manage projects? Should we follow a custom process for every project? In any case, what is project management without a process?
Thank you for you feedback. In this post, I am trying to point out that a higher bar, or more critical eye if you will, is needed when any process, whether project management or business, is being reviewed for “improvement”.
In my experience, many times a silk purse is put on a sow’s ear. The process should have been eliminated (or destroyed in my parlance), but was only altered. All too often it was because it allowed a person or group to maintain a level of control or influence, not because it had any quantifiable value.
In no way was I suggesting that all project management process be removed or that we don’t need process.
I do appreciate your question though. Keep them coming!