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to the HUB for research <> practice of tactical management in complexity. Our specialty - the unique, rare, novel capabilities!

tactical management book


In terms of core disciplines, it is founded on management - information systems - complexity, with the aim to cross-fertilise any domain. The DENICA managerial method is designed for the manager dealing with tactics - and helping him/her achieve purpose(s) in unpredictable environment, with diverse givens and adaptability. The next level is its combination with Harvard's CID's Problem Driven Iterative Adaptation (PDIA) - as strategy for complexity!
In terms of industries, it has been established and proven in banking, consultancies, governmental and non-governmental sector ... circular economy, air pollution, open collaboration, open innovation in science, ...
In terms of academia, it has been born in the research between Ghent University Belgium and University St. Kliment Ohridski North Macedonia, and continues its expansion by building bridges with affiliates in the Western Balkans region, Europe and the world. 
Read more about our approach, methods, applications - and reach out for clarification and/or assistance!

GET IN TOUCH IF YOU WOULD LIKE TO COLLABORATE WITH US AND OUR UNIQUE CAPABILITIES: 

STRATEGY FOR COMPLEXITY, TACTICS FOR COMPLEXITY, MULTICREATION PARTICIPATORY LEARNING, GAMIFICATION IN LEARNING, STRATEGIC FORESIGHT, OPEN INNOVATION IN SCIENCE, CHANGE MANAGEMENT, BUSINESS COMMUNICATIONS, HACKATHONS & MATCHATHONS, INCUBATION, MENTORING, COACHING, ACCELERATION, DESIGN SCIENCE RESEARCH, ACTION DESIGN RESEARCH, GROUNDED SCIENCE, PROJECT MANAGEMENT, E-BUSINESS, E-BANKING, VOLUNTARISM & ACTIVISM ... renata@tactical-management-in-complexity.com

FYI, the ratio of voluntary/paid engagements is 50:50, so, let's seek a win-win situation!



    Fundamentals

    Renata Petrevska Nechkoska, Geert Poels, Gjorgji Manceski

    Renata Petrevska Nechkoska, Geert Poels, Gjorgji Manceski

    The researchers/practitioners leading the hub and the multidiscipli...
    Course

    Tactical Management explained

    Tactical Management explained

    Course

    Implementations of the DENICA method

    Implementations of the DENICA method

    Course

    Master Thesis TANDEMS & Singles UGENT & UKLO

    Master Thesis TANDEMS & Singles UGENT & UKLO

    TANDEMS of master students from UGent and UKLO collaborate under me...
    Course

    PDIA CoP Newsletter

    PDIA CoP Newsletter

    Newsletter PDIA CoP
    Course

    Academia Diffusion Experiment

    Academia Diffusion Experiment

    Course

    Multidisciplinary Panels (Business & Academia)

    Multidisciplinary Panels (Business & Academia)

    Temporary place where Panel materials are to be added
    Course

    Project Management Tactics in a Scouting Game in an Enchanted Forest

    Project Management Tactics in a Scouting Game in an Enchanted Forest

    The awarded concept of project management tactics with scouting sym...
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    MultiCreation - approach for business-institutional-NGO-...-academia collaboration

    MultiCreation - approach for business-institutional-NGO-...-academia collaboration

    This approached has been developed to set and activate the innovati...
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    Strategic Foresight and its linkages with the Denica method

    Strategic Foresight and its linkages with the Denica method

    Course

    Change Management - Управување со промени

    Change Management - Управување со промени

    This course is being taught at the Faculty of economics in Prilep, ...
    Course

    Business Communications - Деловно комуницирање

    Business Communications - Деловно комуницирање

    This course is being taught at the Faculty of economics in Prilep, ...
    Course

    Children's corner (and inspiration)

    Children's corner (and inspiration)

    Course

    Site announcements

    Implementation process TM vs. PM

    by Admin Ana Dajovska -

    In project management, the project charter formally authorises the existence of a project and provides the project manager with the authority to apply organisational resources to project activities. (PMBOK6)

    On the other hand, the tactical management application process is more through research. This function is based on the management's decision to apply this it in the company work.  This conclusion comes from my reading process of the book "Tactical Management in Complexity". All of the tools and methods given in this book are of extraordinary help of the company, and companies are able to combine them and apply them. 

    Having in mind the process of application, I would like to express my opinion that the project management will always be related to time and resources, bond to completing formally acknowledged projects. Tactical management, it seems, is a long term activity, a continuous process that supports the overall work of the company, including the culture, teamwork, information flow etc. 

    implementation

    Similarities between Project Management and Tactical Management

    by Admin Ana Dajovska -

    While going through the process of comparing the project management and the tactical managment as concepts, I have noticed that the strategy is their main focus in the company. These two processes are serving to reaching the company's goals and objectives, while also, they are focusing on the teams and the people that work for the company. 

    Except strategy, I also see clarity and SMART defining of all process, problems and objectives as main segments towards which project management and tactical management work. 

    To conclude this comment, the PMBOK6 gives us an overview of the Executing process group that contains all of the processes leading to completion of the project management plan and satisfying requirements. I find a strong connection between the  completion of how the process groups work and the segment from the book "Tactical Management in Complexity" given below. We always look for as much as possible clear definitions, definition how and what to do and expect, and following procedures, principles and requirements. All of these added in a system in order to also generate results while adapting to the context and environment that we work in. Exactly this segment is what sets the similarity between TM and PM as concepts. 

    team

    Project resource management

    by Admin Ana Dajovska -

    PMBOK6 defines that resource management methods, emotional intelligence and self organising teams are the three emerging practices of project resource management. Having in mind the goal and the methods given in the book "Tactical Management in Complexity" we can debate the need to implement the tactical management into the project resource management. Exploring and reflecting on the business needs and the need for tailored support on the socio-technical nature of people, resources and problems they face, combining TM and PM in the project resource management tends to be a reasonable action towards development of this segment. 

    resource management

    Quality in TM and PM

    by Admin Ana Dajovska -

    When speaking about Quality, the PMBOK6 points out that the main methods used are PDCA (PLan-Do-Check-Act) and Six Sigma. In the findings of the book "Tactical Management in Complexity" it is also evident that the PDCA framework is also used to measure quality, but in this case, the quality of the information flow inside the managerial system. 

    In practice, I have witnessed the need to implement numerous metrics in project management in order to ensure the quality of the project. It is my believe that exactly the measures for quality in any project and in the tactical management as well are generated through the findings and recommendations during the working process. If we discuss about roles definition, the tactical manager seems to pay attention to the flow of information and its quality, and the project manager is collecting, monitoring and interpreting the information in order to update and improve metrics and contribute towards system improvement. This is quite bold statement made by me, but it only opens new gates for further research.

    Photo source: Book "Tactical Management in Complexity"

    pdca

    Conditions of Satisfaction vs. Quality Assurance

    by Admin Ana Dajovska -
    In the book "Tactical Management in Complexity", there is a segment dedicated to the Conditions of Satisfaction which tend to make clear which are the roles of the team and the stakeholder, and they define the terms under which quality work in done at the company and which are the metrics used. Going through the pages of the PMBOK6, the quality assurance as part of the project management process, relates to this segment of the tactical management. The definition of roles is the element where I see overlapping between TM and PM as concepts, but the possibility to agree upon responsibilities is an additional asset in the TM process. It is a segment in which in Project Quality Assurance we need to put additional attention in describing the roles, not just assigning milestones and tasks to the team members.  
    The roles definition, and more importantly, the role and responsibility acceptance, are a great value I see in Conditions of Satisfaction in Tactical management, compared to the Quality Assurance process in Project Management. 

    Photo source: Book "Tactical Management in Complexity"




    CoS

    The point where Project management overlaps with Tactical management

    by Admin Ana Dajovska -

    While going through the pages of PMBOK it is truly visible that the project management concentrates on the activities aimed to certain goal of creating a product, a service, or result. The given segment below is taken from the book "Tactical Management in Complexity" and relates to the point given above. 

    As someone who practices project management on daily basis, I would like to debate that project management is truly significant in creating systems. Procedures, documentation, plans, following contracts, completing milestones, meeting deadlines and so many more activities that belong to the 10 knowledge areas also tend to create a huge system, one on which all modern companies rely today. During these times of constant changes, it is the project management that starts small through having activities organised toward a certain result, but this step-by-step process is essential to building all the systems in companies and organisations. The 'lessons learned' segment of each project is the element that creates the experiential learning in each organisation, creating innovations on the way. 

    What I would like to look at the project management is not as a sequence of activities, but as a system of creating innovations in the 21st century together with the support of the tactical management. Hope to be able to prove this point towards my research in the following months. 

    Photo source: Book "Tactical Management in Complexity"


    Where PM overlaps with TM

    Create a bulletproof system

    by Admin Ana Dajovska -

    Project management and tactical management are both concentrated around people. They are concentrated around the cause of having the team heading towards the right directions, and towards accomplishment of the organisational goals and strategy. Below is the segment of the book "Tactical Management in Complexity", which shows that through the Denica method that having people's roles clearly defined is one of the main goals of Tactical management. This gives a clear overview of the functionality of the workspace. 

    There is one exceptional segment in the PMBOK6 saying: "People can be counted, but they are not numbers". It is my strong believe that when it comes to leadership and dealing with people, the company needs tactical management. The concept of having tactical management work together with the project management towards the strategic goals of the organisation and having people in the focus of the organisation, leads to creating a bulletproof system.


    Photo source: Book "Tactical Management in Complexity"



    people

    Organisational environment overview

    by Admin Ana Dajovska -

    Tactical Management is a dynamic process that needs to provide flexibility of the organisation in the decision making. This being said, in the organisational environment, it is my believe that Tactical management needs to especially focus on the portfolio and the programs, where organisational values, decisions, results and delivery are placed. According to PMBOK resources, this segment of portfolio and programs is related to the portfolio review and strategy and it is of crucial importance for the entire organisational environment. This is the segment that proves tactical management to be larger in the terms of scope vs. the project management, but it also points out project management as an essential segment in every organisation.

    Photo source: Book "Tactical Management in Complexity"

    tactics

    Diving into PM vs. TM debate

    by Admin Ana Dajovska -

    From a viewpoint of the scope of these two concepts, the approach of tactical management extends further in terms of coping with a bigger environment and working towards the entire scope of other managerial functions including the project management. 

    In my understanding while reading the PMBOK, the project is only one part of the entire company and the portfolio of projects, functions and needs for improvement. I love the approach of having to look at most of the process in a company as projects. Even though tactical management might have an extended reach, it is the project management that needs to be applied in the process of implementation of tactical management as well. In my view, project management is an essential part of every process in the company, and it is placed under the portfolio management. 

    In my further explorations, I will be looking at the possibility to place tactical management under the portfolio management as well, and consider it as a program that needs to be applied in order to do the projects and programs the right way. 

    debate

    Project Management vs. Tactical Management

    by Admin Ana Dajovska -

    In this diagram given in the book "Tactical Management in Complexity" it is shown how much the Tactical management and the Project management are connected. This is an inspiration for me to research further, to go deeper into the field of project management and to find the similarities and differences between Tactical Management and Project Management. 

    pm vs tm

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