Project management practices themselves haven't evolved much since the 1950s. In attempting to divine the future of project management, then, it's helpful to assess a few of the fundamental underlying trends that have been observed in project management, and what they mean for how it may evolve in the future.
The talent and creativity of individuals are the next frontier for project managers to manage. The unique nature of project work presents a major talent opportunity. With some thoughtful planning, project managers can build the talents of their team members: a win-win-win situation.
Do you deliver Project Management as a Service? That doesn’t mean outsourcing your PM to a consultancy, but changing the way you think about project management and your customers--they are clients of the project management processes that you provide.
Employers are becoming more acutely aware of the human, legal, ethical and financial costs associated with workplace bullying. In order to directly and proactively address this issue, project managers and their organizations need to take action. Learn about sources of information and tools available to assist in this endeavor along with a selection of proactive tips.
Some say leaders are born, not made. Perhaps, but teams are not born so therefore have to be made. But more often than not, project managers don’t get to choose their team or team members. Given this reality, how do we make the most of our teaming opportunities? This paper offers ideas on the dynamics of effective teams and team building, focusing on the characteristics of successful teams.
A Level 5 Leader (L5L) is an individual who blends extreme personal humility with intense professional will. The characteristics and success of these leaders were first identified by Jim Collins in 20 ...
The future is a blank canvas, but trends today--in automation, aging populations and the fundamental interconnection of people and things--point to outcomes being possible, some say even likely. Here are three trends we are likely to see over the next two decades.
What is it that makes a megaproject more than just an ordinary one on steroids? Certainly the challenges that megaprojects create make exceptional demands on project management expertise. But what are those challenges? And in what ways does expertise respond to those exceptional demands? A close look at a couple of examples--one ancient and one modern--might help us understand how megaprojects have responded to those questions.
Question: I’m a programmer, but this is my first agile team and first web design project. Even though I hear customer feedback is a big part of agile, my organization doesn’t have a process to allow for it beyond the opinions of the team members and a few surrounding employees. I’m sure some of my colleagues have ideas, but what kinds of things on websites are known to irritate the public in general?
As long as your website loads quickly and serves the basic function of allowing purchases, downloading data or providing product information for customers, it’s a successful website.
Customer loyalty, goodwill, purchasing your products and posting favorable comments on social media rest on your knowing what the public at large likes and dislikes. In the absence of company sponsored studies of your customers, rely on the internet and your own informal questioning of people with whom you come into contact.
Your new agile team will include members who are more experienced than you. They will show you how to keep the new website creation consistent with those of the past. It is more important to have it look and feel the same as it always has than for you to implement changes, even if they are customer driven.
Use your own personal preferences as a guideline for what you will agree to create for your portion of this new corporate website. Your opinions matter as much as those of anyone else on the team, because after all you have had customer experiences on other websites.