This is a Guest Post by Claudiu Geanta.
Project Management work is ever evolving and will continue to be so in years to come. Among certain attributes that define a successful Project Manager, adaptability is one that clearly stands out above the rest.
Adaptability refers not only to employing new communication channels but also to understanding, absorbing and pairing the appropriate technologies with the project at hand. In addition, the PM of the future must continue to hone his/her skills in order to furnish sound technical solutions to clients who are looking at the PM role not only from a traditional point of view but as the provider of solutions with great impact for the organization.
Think of the PM role as that of an orchestra conductor. Long gone is the time when the conductor was required to make sense of a music score, place instruments in its right locations and deliver a melodious sound. The audience is increasingly more diverse and demands new sounds. Keenly aware of newly invented instruments and technologies, the audience is constantly asking for masterpieces delivered by virtuosos directed by stellar conductors.
To keep up with the complexity of projects and the ever increasing market demands, the PM will have to be that stellar conductor. Projects will become more and more niche driven and the PMs will have to laser focus on that particular niche while keeping an eye on the impact of the project upon all the other moving parts of a dynamic organization. This will be achieved by perpetually expanding their panoply of techniques and employ the specialized ones which best resonate with an organization.
The PM will have to not only manage multi-disciplinary virtuosos spread out across the globe but adapt to their culture, refine and adapt communication style, evaluate resource availability and fit their expertise level in such way that the end result is a brilliant show that makes the audience stand up and cheer for an encore.
Claudiu Geanta is currently a Sr. Project Manager for Precision Design Studios and has over 15 years of managerial experience in technology operations, systems, architecture design, deployment and business development. He lives in Burbank, California with his wife Andreea and their 16 year old daughter – Bianca.
This is a Guest Post by Alan Dyer, PMP.
In these uncertain economic times, Project Managers, in 2013, will play an even more important role in determining the project portfolios of organizations as well as ensuring project success. The key trends I see are:
- Determining the ROI / Cost Benefit Analysis on proposed projects. I believe PMs will play an even more critical role in developing the business case and ROI analysis of individual projects prior to project initiation. As a PM you may need to re-educate yourself on the process for developing the business case as well as employing the appropriate ROI / Cost Benefit Analysis techniques necessary for the organization to make the appropriate project decisions.
- Quicker Time to Market. With the uncertainty of the economic environment organizations are looking for ways to get their products to market sooner. Therefore, development techniques such as Agile are being used more regularly. That being said, PMs need to better understand those methods and be able to readily apply a project management methodology that provides the appropriate documentation and control of the project without undermining or slowing time to market.
- The continued “projectization” of organizations. While IT departments have typically been the driver of using project based methodologies to deliver feature and functionality, Business departments are beginning to realize the that there viability will only come from project based methodologies. More and more organizations are realizing that projects are a vehicle of change and project can be used to easily link both the Business and IT departments in using one unifying methodology that delivers success across the organization.
- The growth of Project Management Offices. Organization can no longer tolerate nor afford troubled or failed projects. That being said, companies are turning to PMOs to help them develop the techniques, tools, documentation, and standard methodologies, and Project Management Standards to ensure each project has the necessary tools, process, and oversight / rigor needed to help them be successful.
Alan Dyer is the Owner / CEO of The Project Delivery Group, which provides, Project Management, Business, and Technical Consulting Services. Alan primarily focuses on failed or troubled project recovery. He has been very successful in turning around several failed projects for State and Local Governments as well as fortune 500 and 100 companies. The Project Delivery Group delivers success “one project at a time.”