Projecting the future
Technology is transforming working practices, compelling stakeholders to refine and clarify their relationships. Matt Packer explores how project managers can thrive in this new era in this special report for Project journal, Summer 2017.
As a function and business model, project management is growing at an exponential rate. Objectives are becoming more and more ambitious, forcing solutions to aim higher than ever. Stakeholder involvement on any large project is now a sprawling map of roles and responsibilities, often typified by crossovers and blurring. And a surge of powerful, new technologies is infusing the sector with both opportunities and challenges – promising greater efficiencies once they are in place, yet requiring firms to exercise discernment to ensure they adopt the right tools in the right ways, and for the right reasons.
“New entrants to the profession should keep an eye on the skills that will continue to be in demand, and which AI advancements will support, such as more complex consulting and modelling tasks, data analytics/interpretation, and the recommendations that project managers make to their clients. Call those the ‘USP areas’. Furthermore, the march of technology is only making the need for emotional intelligence ever more urgent. Skills such as collaboration and communication will be equally essential to the success of next-generation project managers.”
To read the whole report, sponsored by Deltek, download it here:
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Agile refuses to analyse requirements beforehand – and thus declines to provide an initial certainty. This will probably always scare any stakeholder trying to understand whether or not they can show results to the board with the budget that they are granted.
You have a choice. You can either muddle on, stand firm and fix it – or look elsewhere.