by Cyndee Miller
Ahhh, late December—my time for curling up with some holiday bonbons, a nice bourbon and obsessively reading every year-end recap article, deep analysis, listicle and infographic out there. There’s loads of stuff on music, politics, books, technology, business and just, well, 2016 life in general. (The Economist even has a country of the year. Spoiler alert: It’s Colombia.)
But there’s not a whole lot of ink devoted to what went down in project management over the past year. So consider this a not-so-super-scientific look at the year that was in Project Management Land.
But on a grand scale, things were looking pretty good. The global economy continued to regain its footing (although not quite everywhere.) And project, program and portfolio managers remained in high demand across sectors and around the world. With good reason, they’re getting stuff done even amidst mind-boggling change.
No shocker here, much of that change revolved around tech, with industries like aviation and healthcare going in for major upgrades and overhauls. The Internet of Things entered the buzzword lexicon a few years back, but in 2016 we started to see what it might mean for project pros in everything from mobile to the once-staid auto industry. And as more and more devices get connected, project managers entered the front lines of the battle against cybersecurity threats. Then there are the drones, coming soon to a project site near you.
Even in such a tech-drenched year, there is no doubt that it still comes down to people. Robots will not take over the profession any time soon. For one thing, their leadership skills are just not where they need to be. Plus, they stink at managing teams.
2016 was a powerful reminder that project, program and portfolio managers are at heart change agents. Sitting at the intersection of strategy and the status quo, they’re the ones who figure out how to make change happen—and stick. And process-fueled technical knowledge alone isn’t enough. Strategic leadership skills are a must-have—and that message came through again and again and again.
Strategy is all about the pursuit of advantage—which means achieving the right goals at the right time. There’s a reason PMI’s Thought Leadership Series and Pulse of the Profession In-Depth reports focused on benefits realization. In 2016, it wasn’t just knowing how to deliver the goods, but why the goods matter.
Those are my highlights. What’s your big takeaway from the year? Is the great debate over agile approaches actually still a debate 15 years after the manifesto was published? How are PMOs faring? And what happens when there’s a PMO agile smashup?
Agile, connected cars, change management, whatever—what are you thinking about as 2016 closes?