by Cyndee Miller
That digital disruption all the experts and thought leaders have been hyping for what seems like decades? It’s here.
I know, I know, dear readers. You’ve heard it before. From me. And I’m sure many of you would be content to never hear the D word again.
There’s simply no disputing that disruptive technologies—the internet of things, 3D printing, robotics, artificial intelligence—are infiltrating our lives. And that means every project leader at every organization in every sector better brace themselves for some serious change. Attendees at PMO symposium seem quite aware of the situation.
JPMorgan Chase’s Noel Smyth said big data, cloud, blockchain and mobile technology are all changing project management at the financial services giant—all while it’s contending with a slew of fintech upstarts.
Even government agencies (not exactly known for their bleeding-edge habits) are no longer watching from the sidelines.
People demand the corporate crowd keep up with the latest social media platforms or cashless payment options—and expect the same from the public sector, said Joanie Newhart of the U.S. Office of Management and Budget. And all too often, they’re disappointed.
One prime indicator project leaders are out to change their modus operandi comes from the U.S. Census Bureau. For the first time ever, the 2020 count will be conducted over the internet. Now that’s saying something, given the inaugural census was taken in 1790.
But the agency isn’t just tapping into digital delivery.
It’s digging deep into the data it collects about the country’s 300-million-plus residents. With that analysis, the Census Bureau can learn more about the people it serves, from their commuting patterns to the best ways to evacuate during an emergency, said the bureau’s Laura Furgione, PMP, during the PMO Symposium executive fireside chat.
To not just survive, but thrive, project leaders must have a curious mind—and be willing to think across projects and programs, said Linda Ott, PMP, of the U.S. Department of Energy. The public-sector project leaders of tomorrow need to stay wide open to what’s happening, even as they focus in on their particular mission.
Even with the best of efforts, though, some organizations are falling behind. And across various sessions, a consensus was building that PMO leaders should be the ones helping their organizations embrace the changes brought on by disruptive technology.
“[Organizations] are really not adapting and changing fast enough,” Melissa Eckers of Accenture Technology said in a panel discussion of the PMI 2018 Thought Leadership Series released at symposium. “There’s an issue with how effective we’re being with managing change.”
What’s the problem? Attiya Salik of Capgemini Government Solutions sees a trust gap between stakeholders and PMOs when it comes to change management. “Stakeholders see it as waste of time,” she said. “[We] have to educate stakeholders on what change management really is, what its impact is going to be and how it will facilitate the implementation process.”
PMOs themselves must also contend with their own change patterns: Sixty-six percent of the 529 PMO directors surveyed say disruptive technologies are affecting their PMO, according to Capgemini’s The Next Generation PMO, one of three reports in the series.
“The PMO of yesterday isn’t the PMO of today,” said Rebecca Sanchez of Accenture Technology during a panel dicsussion.
Has the disruptive revolution really begun? And how is all this cutting-edge technology changing how you manage your projects or your PMO?