Project Management Central

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Project management is an integral function across all industries and organisations.
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‘Projects are proliferating globally, and it’s projected that, over the next decade, organizations of all sizes and types will need nearly 88 million people working in project management roles.’ PMI 2017

With the rise of globalisation and digitisation, there is an increasing demand for skilled project management professionals to manage and lead projects on budget and on time. Principles and practice in project management need to evolve in line with an increasingly digital economy. But what does this mean for the future of the industry?
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Dear Alexandre
In my opinion there will be projects whose approach is predictive, adaptive or incremental.
I am convinced that hybrid development approaches will be on the agenda
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It simply means that we have different tools and methods for achieving results and sometimes the project is a thing that uses digital technology.

Other principles don't necessarily change. Digitization does not affect gravity or the strength of materials. Energy is still required to reduce entropy (a core part of being a PM itself). If employees are not paid, they leave. If customers don't get their product on time they get angry.

I remember during the dot-com stock bubble where people were claiming that the old rules of economics no longer apply...then the market proved them wrong. People and companies spend their money to purchase a thing of value, for a cost that makes sense to them, and at a time when they need it. Those underlying principles don't change, whether you are managing satellite constellation communications networks, or building roads.
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Alexandre -

I think the importance of tailoring one's approach to fit the project management needs of a given project will become more critical over time.

Kiron
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Value, value, value. While I do not believe that factors such as globalization and digitization are catalysts for it I do believe that the focus of the profession needs to change to adding value rather than delivering on time, in scope and in budget. None of those will guarantee value, the only thing that can guarantee value is to deliver whatever creates value. It is not something new but I do feel that our profession is moving way to slow to get to the point where the single most important focus is value.

It is not all our own fault either since the 'world' is still demanding that we chase the milestone, cut the budget and deliver to the T what was agreed. What is our fault though it that we conform way too easily.

This btw is true for many professions.
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From what I have seen over the last 30 years is this.
1. Projects were executed very well without any "formal" PM practices.
2. Planning was and will always be critical to success. Not much more than a "common sense" approach.
3. Think of the second world war, and what the US/ UK/ Canada and for that matter Germany accomplished (from a production point of view) in less than 6-7 years. Could we replicate that today with all that we have "learned" about PM?
4. I see a greater failure with regards to PMs achieving true success with respect to meeting the customers needs.
5. There are more "credentials", certifications, courses, etc. than there ever has been related to PM, but we are forgetting about the purpose of it all. It has become a "thing" onto itself.
6. I see the next generations being "lost" so to speak about truly understanding how to manage a project and achieve success. This is also partly due to societal changes, where ethics and morals etc. have significantly eroded.
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I'm with Steve on this one. My children only want to use their digital devices, rather than program, maintain and support the devices. I see them wanting the fruits of the projects, without the tedium of getting involved in, let alone manage, projects.

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