Obedience to Acapella, KöRN/4

Putting an end to the PMdA story

Lesang Dikgole
4 min readSep 24, 2020


My writing spree on this platform was spurred by the (hard) drive to fix what’s wrong with the project management discipline.

Over this period, I started and co-developed a startup project called ‘MUCHINIWAM’ (A Car Diagnostics Mobile Application, South Africa, 2018) which led to some breakthrough concepts around payment systems and the design process behind software products.

I also participated in a startup in the minibus industry that was promising at first, but proved fatal to my spirit, marriage and life in the end.

I have resigned to the city construct, for reasons outlined below.


I have since relented from my views around the role of V Cs and the superiority of Prepaid systems. I now believe that content is more key to the business paradigm than ‘machine-thinking’. Great leaders write! Poor leaders experiment.

Managing a project, within the production paradigm, is a planned task. This sort of project contains no real ‘innovations’. This is evident in the social media world (Facebook was not new but they developed a better production system); and in the consumer electronics world (Apple also never invented anything but had and still have probably the best production, distribution and prepaid systems in the history of the planet.).

This, simply, implies that project management is highly psychological. Which pertains to the perception of control that people need in order to function. But within a ‘production’ paradigm, this is largely driven by the psychological drive of ‘the very best product’. This clearly requires the entrepreneur of such a product to be an experienced product engineer themselves; failing which, the team looses confidence in the psychological certainty of the project.

Art is concomitant with this paradigm, and thus I absconded the belief in the arts and the entire fashion industry; except for the necessity of content as being more primary than artifact.


Truth be told, it is the select few software billionaires that barely seem to understand production. They are well-respected ‘script-writers’. When it comes to production, they are the worst engineers. The ones who succeed have to keep a tight control over their developing software to ensure success.