TOPIC: Is PMP too rigid for a creative workflow?

Just food for thought: Have any of you found ways to blend PMP with creative workflows or does it clash more than it helps?

Curious to hear your thoughts.

Hi Carlo, it is difficult to answer this question without more details on the exact creative workflow you are referring to.
I can imagine scenarios where PM methods might work very well in fields related to creative pursuits. For instance, if you are managing a marketing campaign complete with external vendors and internal processes to get creatives approved and out the door, that would be a great place to use PM methods.
If you are writing your own book, that would also be a great place to use PM methods, not in a rigid manner, but in a way that will help you stay on track.
Perhaps, if you gave this group a specific description, you would get tailored answers to your specific situation

Personally, I believe that even creative work benefits from some level of process. Without it, it’s hard to scale or repeat what works, especially when managing bigger teams or cross-functional projects.

That said, I’ve definitely had to tweak more rigid frameworks to keep things flexible. Haha!

Does PMP clash with creative workflows? It's a common question, but it's based on a false premise. PMP and creative work are not opposites; they form a powerful combination when you see PMP as a strategic toolkit, not a rigid rulebook.

The key is to separate the strategic frame from the creative execution. Use PMP principles for the "container": the project charter, stakeholder management, and high-level governance. This provides the stability and strategic alignment. Inside this container, the creative team operates with agility, using sprints and iterative feedback loops to develop the actual product. The scope for them is flexible, but the overall business goal is fixed.

This also means adapting PMP processes. Risk management should focus more on opportunities that arise from creative exploration, not just threats. Scope management is about
protecting the vision and desired outcome, not a list of features. The PM's role shifts from being a controller to a facilitator who shields the team and manages stakeholder expectations.

AI can be a huge enabler here. By automating administrative PMP tasks such as reporting and monitoring, project managers can focus on high-value human work,
including facilitating workshops, fostering collaboration, and ensuring creative efforts deliver strategic value.

In essence, PMP doesn't stifle creativity; it gives it a professional framework to succeed and deliver results in a business environment. It provides the guardrails that
allow creativity to thrive purposefully.

BR