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Practice Areas: Innovation, International Development, IT Strategy
An Interesting Question
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While at a symposium, one of the workshop leaders asked a very interesting series of question and I thought I would do the same here and compare the results.

1. What is the biggest project management challenge today?

2. What will be the biggest project management challenge in three years?

3. What will be the biggest project management challenge in five years?
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Need some thought for this... I'll get back to you...
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I, too, need to think about it, but my first thought is communication management for all cases. In the 25+ years I've been in the business, every root cause, lessons learned, or other forensic analysis has indicated that communication could be improved.
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I know this is a much harder question then it appears at first
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1. Mindset that values linear methodology, categories, and best practices. This mindset limits the profession's ability to understand its weaknesses.
2. Belief that the future can be predicted.
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I think the biggest PM challenge today is to reach a satisfactory status on Prevention over Inspection. A high level on this aspect will enhance quality and save on resources.
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The biggest challenge in project management might be "dealing with uncertainties of the future". It is hardly possible to be aware of completeness of plans until the actual results are revealed. Timely management of uncertainties might be an important factor to reduce the failure rates but not to increase success rates. I believe it might be one of the biggest challenges even after 5 years.
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1. Project management is not championed by the business
2. Lack of integration with organization change management
3. Lack of integration with benefits management
...
1 reply by Farid Alsakkaf
Aug 08, 2016 11:46 PM
Farid Alsakkaf
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I find it interesting what you said on project management not championed by the business... could you elaborate more on this? do you mean project orienting and product orienting just go in parallel? or in other words .. business case making and project making do not overlap as domains?
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I agree with you Sungjoon on the uncertainty that it is, in many cases, the most critical to deal with, however, it is related to experience.. a project team that consists of experts in the kind of project undertaken, and its product, will be able to reduce uncertainty to minimum..
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Aug 08, 2016 10:02 PM
Replying to Stéphane Parent
...
1. Project management is not championed by the business
2. Lack of integration with organization change management
3. Lack of integration with benefits management
I find it interesting what you said on project management not championed by the business... could you elaborate more on this? do you mean project orienting and product orienting just go in parallel? or in other words .. business case making and project making do not overlap as domains?
...
1 reply by Stéphane Parent
Aug 09, 2016 8:24 AM
Stéphane Parent
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In most organizations I've known, government or private, project management is the purview of the IT organization. The IT organization is in charge of training, offering and managing the project managers called to work across the organization. In effect, the IT organization has the PMO.

I have yet to see an organization where the CEO felt that project management was a tactical, let alone strategic, advantage for their organization. For example, I see organizations that have to manage large events but because it is not an "IT project" they don't use the services of a project manager.
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Aug 08, 2016 11:46 PM
Replying to Farid Alsakkaf
...
I find it interesting what you said on project management not championed by the business... could you elaborate more on this? do you mean project orienting and product orienting just go in parallel? or in other words .. business case making and project making do not overlap as domains?
In most organizations I've known, government or private, project management is the purview of the IT organization. The IT organization is in charge of training, offering and managing the project managers called to work across the organization. In effect, the IT organization has the PMO.

I have yet to see an organization where the CEO felt that project management was a tactical, let alone strategic, advantage for their organization. For example, I see organizations that have to manage large events but because it is not an "IT project" they don't use the services of a project manager.
...
1 reply by Farid Alsakkaf
Aug 10, 2016 1:16 AM
Farid Alsakkaf
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No doubt .. for an IT project, the IT department or the IT organization are the most qualified (or the most suitable) to manage the project but in a non IT project, the role of IT will be for providing the necessary software and to establish and maintain the computer aided systems. For large organizations I am of the idea that a separate department is assigned for project management. In my case, I am doing ship building project management. I would prefer that the product owner who is the end user (ship owner or ship operator) do all stages of the project till the project charter is signed then the project manager and the rest of the project team takes it from there.
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