Mark Mullaly is president of Interthink Consulting Incorporated, an organizational development and change firm specializing in the creation of effective organizational project management solutions. Since 1990, it has worked with companies throughout North America to develop, enhance and implement effective project management tools, processes, structures and capabilities. Mark was most recently co-lead investigator of the Value of Project Management research project sponsored by PMI. You can read more of his writing at markmullaly.com.
Alignment of standards, competency-based certifications, increased corporate visibility and growing emphasis on value realization are some of the emerging trends in the world of project management for 2006 and beyond.
Prognosticating can be a dangerous pastime. Many have tried to predict the future, only to be forced to eat their words when the future didn’t come to pass. Looking forward through 2006, however, one can argue that the stage is really already set. Barring any earth-shattering or globe-changing events, it should be reasonably possible to foresee where we’re going based upon where we’ve been. Not to mention the degree to which we have or have not made it to where we are trying to go.
So what’s next for project management? What can we foresee in the New Year for our projects, and what does that mean for us? Where are our organizations going, and what changes can we expect — and what will likely remain the same? Here are seven emerging trends in the world of project management for 2006 and beyond.
One of the most significant developments for project managers in the next few years will be the introduction of new certifications. The most common certifications today are the Project Management Professional (PMP) and Certified Associate in Project Management (CAPM), which are primarily knowledge-based