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The people inside each team are always talking to each other, never to a manager (he/she is also part of the team, no hierarchy, no exceptions). It is of essential importance that people in the team trust each other. When we are a team, we grow together. 

Project management through different practices explores the teams and their trust and researches the elements of highly effective teams. This is very often found in Scrum and Agile practices.  

The book "Tactical Management in Complexity" researches and helps improving the professional relationships in the company and as well as project management, it influences trust. In this context, please refer to the segment of the book explaining the phases of research dedicated on team's effectiveness:

To close the discussion on teams and trust, I would like to suggest an essential reading by Table Group Inc. referring to the five dysfunctions of a team: https://www.tablegroup.com/download/the-five-dysfunctions-model-and-summary/. For me, trust and our team are teaching us how much attention as professionals we need to pay to becoming part of a team, a trustworthy individual contributing to the final goal. It turns out, we all need to start with trust. 

Project Management and Tactical Management both mention the PDCA (Plan- Do- Check- Act) model, as well as the need for implementation of five steps processes. It is more than obvious that the PDCA model is applied to almost all processes and their development and deployment. In my opinion, and this is already mentioned both in the book "Tactical Management in Complexity" and PMBOK6, the uncertain and dynamic fast changing environments and circumstances are best managed through this method. We can see that in both TM and PM, PDCA framework plays a key role into the development of the process and its implementation up until the final result. "Fail fast, fail often" or "Fail fast, fail safe"? 

I would go for only testing and improving, and learning from the good practices. 

Source: Book "Tactical Management in Complexity" 

When it comes to operations, the company work is complex and includes implementation of various methods and functions. Six Sigma as a technique is possible only when process hygiene factors are met, and if the process meets its metrics. The Six Sigma technique is based on data, and there is one more thing, it does not elaborate the human factor from the perspective that the tactical management can. I believe that the data intelligence and process improvement can be significantly advanced by having both, Six Sigma as a technique and Tactical Management as a function.  

Source: Book "Tactical Management in Complexity" 

When looking at the project management and especially implementation of Scrum practices, there is a need to create a more precise implementation of tactical management in the project processes. This is seen especially in terms of creating tools, procedures, processes of formal implementation of tactical management into the working processes. This tends to deliver to the companies more practical tools on how to improve work processes and performance, as well as to implement servant leadership into their organisation. If a project is seen as a living organism, tactical management seems to be the driving energy of the body, the blood that runs into the veins. 

Photo source: Book "Tactical Management in Complexity"

The main goal of connecting project management and tactical management is to achieve greater adaptability of the organisation, especially needed in these times of constant changes and challenges. 

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 in the company work. We spot this critical point as a connection dot between the two concepts. Providing project management functions with additional research possibilities in order to get more relevant information in the decision making process, is of essential importance and an asset that tactical management as a function can provide. 

Photo source: Book "Tactical Management in Complexity"

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. 

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. 

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.