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.
An emphasis on guidelines over rules … corporate commitment over control … value over processes … competency over accumulated knowledge. And other thoughts on what the future of project management could and should look like.
Last month’s column ("What's Next?" Feb. 9, 2006) offered my predictions on what the near future holds in store for the field of project management. Far less prediction than projection, however, these trends are simply extensions of the groundwork that has already been laid. As a result, they are likely more inevitable than they are improbable. I also implied, however, that while my observations represents what was likely to occur going forward, it doesn’t necessarily represent my view of what should happen. What follows are my thoughts on what 2006 and beyond should look like.
Certifications are an ever-growing fixture in the landscape of project management. However, as others have discussed extensively, many of the most popular certifications — including the PMP — do not truly reflect competency. They test knowledge and demonstrate at least some element of commitment, but there is no guarantee of the ability to effectively deliver projects. While the demand for more meaningful and relevant certifications has been growing, the response to date has largely been to change how the