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Date
Hot off the press!
Here are ESI‘s top 10 trends for project management 2015:
1. Lofty expectations: PMs need to become adept at managing gaps between the constraints of cloud-based platforms and the business expectations.
2. Out-of-whack: Talent management within the PM community comes back into focus.
3. Fuel for the hybrid: As the pace of change continues to accelerate, hybrid project methods will become the norm.
4. Too little, too late: The ability to find and hire top PM talent is dwindling.
5. Bottoms up: Organisations must build bottom-up processes to link project outcomes to organisational strategy.
6. Ignore them at your own peril: Project managers will continue to be ignored and not get the coaching and mentoring they are screaming for.
7. Run!: Project managers continue to sacrifice project transparency as they flee from conflict and avoid difficult conversations
8. Change is coming: The disciplines of change management and project management continue to merge as PMs become responsible for delivering project and business outcomes.
9. Knocking at the door: Project management and business strategy better align to the benefit of the organisation.
10. Culture shock: Organisational culture becomes a bigger consideration in risk management practices.
You may have noticed that we highlighted two of these - #5 and #9. Why? It's because both of them are evocative of - or more accurately, speak directly to - sustainability thinking in project management.
Let's look at them one at a time (and then together).
5. Bottoms up: Organisations must build bottom-up processes to link project outcomes to organisational strategy.
When we see "bottoms up" here, we think of the Stanford Execution Framework (SEF) which is a model describes how enterprises really work. And it goes from "Purpose" at the top, to "Operations" at the bottom. "Strategy" is an itermediate step, which connects ONLY through Portfolios, Programs, and Projects, to "Operations". So the "bottom" here is operations - the steady state result of projects, programs and portfolios. And those projects, programs, and portfolios are the precious connective tissue that allows the enterprise's purpose (think mission, vision, and values) to really show up for stakeholders. However, that only happens if the project manager looks "up" and "down" to know the purpose of the company and the longer-term effects his or her project's product actually has. This is so critically important and urgent to us, we took the time to write a follow-up book to Green Project Management with a title that sounds like it may have come right out of this Top Ten List: "Sustainability in Projects, Programs, and Portfolios: Realizing Enterprise Benefits and Goals".
Bottoms up, everyone!
And we're only halfway there - let's move on to #9.
9. Knocking at the door: Project management and business strategy better align to the benefit of the organisation.
Alignment of projects, strategy, and steady-state benefits! It's what we talk about throughout the new book and, well, what we covered above in #5, except this time the focus is on "Benefits". When we see the word "Benefits" we think of success. And when we think of success, we want project managers to realize that there is a huge difference between Project Management Success and Project Success. The former is about meeting deadlines, sticking to a schedule, staying under budget and providing deliverables. Don't get us wrong; these are all worthy, importnat, difficult things to do which require PM maturity and excellence. But it's extremely narrow in its vision and viewpoint. Project Success, on the other hand, is focused on the long-term benefit realization provided by the project's product. It considers the economic, ecological, and social byproducts of the product while it's operating for a year, two years, ten years, five hundred years. It's holistic. And project success yields better project management because it assures that the project is aligned with the enterprise's purpose, which inevitably is geared around longer-term, triple-bottom-line concerns. Where Project Management Success might be reprsented by a Cost Performance Index of 9.957, Project Success would be represented by a product that responsibly delivers a profit for the organization for 4 years.
We're extremely pleased that the Top Ten list produced by ESI is 20% focused on sustainability thinking in PM. Now we turn our sights to standard documents like the PMBOK(R) Guide. Can such documents put 20% of their focus on sustainability thinking?
We hope so.
And we leave you with this hope:
May 2015 be one of your Top Ten Years!
Posted
by
Richard Maltzman
on: January 07, 2015 09:15 PM |
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