The project-management landscape may continue to evolve alongside the business environment and may look much different in the future. As clients, stakeholders, businesses, government, and environmental expectations change, the need for PM certifications, technical knowledge, and training will be in higher demand—but that’s not all.
A transformation is taking place in the project management field as the result of changes to business practices, requirements, and expectations. It’s putting a sharper focus on the people, processes, and technologies needed to successfully execute projects.
It may no longer make sense for companies to use limited resources, as they have in the past. Here are five trends that could reshape the future project management hemisphere.
Trend one: The laser focus on strategy over projects
Competition, limited resources, internal and external environmental factors, and time and budgetary constraints are increasingly impacting businesses. Leaders will need to transform their PMOs or project-management teams to focus all efforts on reaching business goals.
While industry benchmarks are useful in planning directionally, leaders will need to focus less on general-industry-related data that sometimes guide planning sessions and more on precise business strengths and weaknesses to determine the best opportunities for reaching specific identified objectives. Setting up an EPMO that is focused solely on reaching overall business strategy instead of individual departmental goals can greatly increase the chances of reaching those goals.
It may also serve the business better if individuals are selected for goal-centric projects based on their high-value core strengths in relation to business requirements instead of selecting project team members in the traditional style of departmental representation. Taking this laser-focus approach to strategy over projects can optimize resources, time, and budgetary use.
Trend two: The move away from operational hierarchies to leverage employee strengths
While organizational and cultural strengths are greatly influenced by the management team from the top down, there is typically the quiet employee-level buzz that resonates throughout the rest of the company, which also greatly impacts the organization and the culture, whether recognized or not.
Leadership will need to find positive and productive ways to seek, promote, and reward the various strengths of their people in order to build and brand a stronger team environment.
Smart leadership may choose to adopt a true open-door policy when non-management employees hold differing opinions, ideas, and ways of working. They may instead seek opportunities for optimizing these individuals’ strong suits in ways that can have an innovative, progressive, and constructive influence within the company.
Moira Alexander, PMP, I.S.P., ITCP/IP3P, is a recognized project management influencer, thought leader, a regular correspondent for PMI’s Projectified podcast, Founder and Editor-in-Chief of PMWorld 360 Magazine, Founder of Lead-Her-Ship Group, and author of “LEAD or LAG: Linking Strategic Project Management & Thought Leadership”. Moira has over 25 years of experience in business (IS&T) and project management for small to large businesses in the US and Canada and has been quoted in various publications including Forbes. She writes thought leadership content for top-tier publications and business blogs and oversees or writes sponsored content and software reviews on PMWorld 360 Magazine.