NetCom learning webinar 5 disruptive trends impacting the project management domain(handouts)

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5 Disruptive Trends
Impacting the Project
Management
Domain
Soumik Das
NetCom Learning

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AGENDA
Disruptive Trends in Project Management
Why should Project Managers evolve as professionals
How can Project Managers evolve as professionals

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DISRUPTIVE TRENDS IN PROJECT MANAGEMENT
• In the next five years, the world will see more projects than ever. The
reconstruction of the economy, healthcare, social care, and society at large after
the devastating global pandemic crisis, will be unprecedented in human history.
According to McKinsey, Governments’ have announced $10 trillion in
reconstruction funds just in the first two months of the crisis, which is three times
more than the response to the 2008–09 financial crisis. These are millions of
projects, which will need millions of project managers.
• However, despite this positive outlook, significant trends will put at stake the
project management profession that we have learned to know in the past 40 years.
We should consider these signals as an urgent call for profound change in our
practices and a much needed in our competencies. A small price to pay compared
to the unique opportunity that the project management profession has to lead
what I call our new world driven by change.

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THE END OF JOB DESCRIPTIONS, THE START OF PROJECT
ROLES
The move from a world driven by efficiency to a world driven by the change will have
enormous consequences in terms of strategies, culture, organizational structure,
competencies, compensations, etc. More and more work will be carried through
projects. The Richards Group is the largest independently owned ad agency in the US,
with billings of $1.28 billion, a revenue of $170 million, and more than 650 employees.
Stan Richards, its founder, and CEO removed almost all of its management layers and
job titles, leaving only that of the project manager. The Richards Group is not an
exception. One of the most significant impacts of this unprecedented disruption will
be the end of job descriptions, which almost every organization has had for the past
30 years and will be replaced by project roles. Today most employees don't work on
what their job descriptions state; they work on the changing priorities, the strategic
initiatives, the focus on the clients, and delivering value to their organizations. They
actually work on projects. Employees very soon will be assigned a role in a project, and
once the project is over, they will be assigned a role in another project.

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FROM PROJECT MANAGER TO STRATEG IMPLEMENTATION
PROFESSIONALS
• It's about the competencies to succeed in the Project Economy. The World
Economic Forum, in their Future of jobs report 2020, highlights the growing
importance of project management as well as strategic roles. Current trends clearly
shows that senior leaders see project management as a core competency and
invest in them.
• However, project managers will need to learn new skills, and evolve to become
strategy implementation specialist. They will need to start working on the project
earlier on, within the innovation phase, facilitating ideation and using design
thinking techniques to ensure that the best ideas are chosen and are developed
into products that generate value through the right project management
approaches. With the slow absorption of project management tasks by AI, most
manual tasks will be replaced by leadership, strategic, and value creation
competencies.

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EXPANDING OUR TOOLKIT, IT IS NOT WATERFALL AGILE; IT
IS BOTH AND MORE
Many of us grew developing and implementing project management methodologies
with the idea that one size fits all. Meaning that all projects will need to follow the
same methodology, the same project life cycle, the same templates... In the 1980s,
1990s, and 2000s, the focus was on traditional waterfall methods; in the 2010s, it
moved to Agile; all projects then had to follow an agile approach. Today we know that
this is wrong; you cannot have just one method to address all the projects and
changes you have in your organization. In 2021, we will see the evolution of
implementing projects into a set of tools, which will include agile practices, traditional
project management practices, with design thinking, innovation, lean startup, program
management, change management, and convergence with product management.
Depending on the type of project, project managers should be able to apply one tool
or different techniques simultaneously.

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THE PROJECT MANAGEMENT OFFICE: TRANSFORM NOW,
OR GAME OVER:
The second big trend is the end of the PMOs as we know them for about 40 years.
During this period, PMO's were set up as a group in a hierarchical structure, either
reporting to the CIO, CFO, or the CEO. However, hierarchies are structures of the past;
today, most organizations look for more agile settings, with fewer management layers,
promoting project-based work and self-managed teams. Therefore, PMOs need to
change urgently. I see two essential evolutions. First, PMO's should move to cover
strategy and transform into strategy implementation offices. Second, we need to
develop agile PMOs, temporary entities that will assist in traditional and agile projects.
Once the project is over, the PMO should transition into running, operating, or selling
what the project has produced and delivered.

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ARTIFICIALINTELLIGENCEWILLRADICALLYDISRUPTPROJECT
MANAGEMENTSOON;WEHAVETOEMBRACETECHNOLOGYNOW
According to Gartner, 80% of the project management
task will be taken over by AI by 2030. Most projects are
managed with Microsoft Project, a software launched in
1987, more than 30 years ago. Project Portfolio
Management tools offer more advanced features, but
far from being applications benefiting from the latest
technologies. Based on personal research, in 2021, we
will start seeing some algorithms that can predict the
success rates of projects, validate the projects' scope,
and automatically design a project plan in a few minutes.
Losing a significant part of our current tasks as project
managers might be scary for many; I see it as a vast
opportunity to switch our focus on more added-value
activities and drive an increase in project success ratios.

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WHY SHOULD PROJECT MANAGERS EVOLVE AS
PROFESSIONALS

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CHANGINGPROJECTLANDSCAPE
• The business landscape has been changing rapidly
over the last two decades due to many factors,
including global competition, more demanding
shareholders, and innovations in technology. To stay
competitive, companies have had to transform their
business and operational agendas. They must focus on
reducing the costs of delivering services but at the
same time become more productive and deliver more
strategic and complex solutions.
• These transformational agendas have resulted in a
different makeup of projects, which poses new
challenges to the project management professionals
accountable for delivery. In order to adapt to the new
project landscape, the skill sets of the project
management professional must also evolve. Project
managers must move from a style of managing plans
and direct reports to a more consultative approach
that requires facilitation, negotiation, and relationship
management.

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CHANGINGBUSINESSENVIRONMENTYIELDEDFOURMAJOR
TRENDSIMPACTINGTHELANDSCAPEOFDELIVERY
Technology is a significant part of a company's strategy
and makes up a very large portion of its overall budget.
As a result of the large expenditure, there is a lot of
scrutiny from senior management and subsequent
pressure to keep costs down or, at the very least, to
increase these costs proportionally to revenue growth.
This has led to two major approaches that companies
are using to reduce the costs to deliver solutions:
outsourcing, and shared service organizations.

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TRENDSIMPACTINGTHELANDSCAPEOFDELIVERY:
• Another major trend is the increasing complexity of
technology used by businesses. With the evolution of multi-
layered architectures and the Internet, the number of levels in
technology has grown significantly. Also, companies recognize
that technology is an enabler of strategy and produces a
competitive advantage, which has resulted in larger programs
with broad impacts and many stakeholders to manage. Today,
it is not uncommon for a company to have many multi-million
dollar and multi-year programs running concurrently. Lastly,
business processes and organizations are becoming more
complex and with that come more complex requirements for
the technology to satisfy. This usually means a lot of
integration into other organizations and systems that may use
different technologies.
• To manage this complexity and the risk associated with it,
companies have created several strategies including taking an
enterprise focus and using third-party vendors.

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TRENDSIMPACTINGTHELANDSCAPEOFDELIVERY:
• Additional Rigor
Because of the increasing complexity, size, and number of
stakeholders on IT projects, additional rigor is needed and
required by management. The rigor is focused on two
primary places: demand management/governance and
delivery processes/tools.
• Changing Workforce
On top of an increasingly complex technology
environment and additional process steps, the workforce
used on IT projects is also changing. There are two
significant trends in the project workforce: specialized
resources and a mobile workforce.

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HOW CAN PROJECT MANAGERS EVOLVE AS PROFESSIONALS
TO STAY RELEVANT IN THIS DYNAMIC WORLD

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UNDERSTANDTHEGOALSOFPROJECTMANAGEMENTFORYOUR
ORGANIZATION
• Your organization may have provided a corporate training
program on Project Management Methodology, or you may
have read a book on the subject — but that doesn’t mean
you know what your specific team hopes to achieve by
transitioning to this new mindset. Instead of stopping at the
surface level, dig deeper to understand why your
organization is adopting agile. Is it to decrease the time it
takes to get new products to market? Is it to reduce
dependence on external vendors or partners? Or perhaps
the organization is implementing an approach simply
because “everyone else is doing it.” If that’s the case, you
have the opportunity to define your own goals, and
demonstrate how organizational agility can help your team
achieve them.
• Importantly, it’s not always obvious what your
organization’s goals are. If you don’t know why your
company is transforming, just ask. Challenge your leaders,
colleagues, and other stakeholders to answer the question,
“If we get this right, what gets better?” Follow up with,
“How can we use our unique skills to help make that
happen?”

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RETHINKYOURSUCCESSMETRICS
• In the past, a project manager was considered
successful if they delivered a specified quantity of
work, on time and on budget. But in today’s world,
the way project managers measure their success
needs to change. Project managers must focus on
metrics such as cycle time. Cycle time is a direct
reflection of a team’s capacity to learn and adapt
quickly, and it can be applied not only to the delivery
of a product or feature, but also to the length of time
it takes a team to learn new skills.
• In addition, project managers should strive to increase
the percentage of decisions being made based on
objective evidence such as customer input, rather
than subjective, arbitrary assumptions. Consider
measuring how many new initiative proposals are
backed by market data, rather than just someone’s
opinion that it’s a good idea. While it’s not always
possible to precisely quantify how decisions are being
made, even just regularly thinking about the question
can help keep project managers on track.

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CONTINUOUSLYINSPECTANDADAPTYOURWAYSOFWORKING
• One of the core guiding principles of modern-day project
management is empiricism: a philosophy of evidence-based
pursuit of knowledge. As project managers navigate their
roles in this new agile world, their success will hinge on
continuously trying out ideas, evaluating what worked and
what didn’t, and iterating accordingly. Some of the
traditional tools and techniques that project managers are
already familiar with will work well in current setting. Others
might not.
• Agile doesn’t have to mean the end of project management.
But it does mean project managers have to adapt — or risk
becoming obsolete. To be successful in an agile workplace,
project management professionals must seek to understand
their organization’s goals, rethink their own success metrics
in light of those goals, and bring a mindset of continuous
growth and iteration to their own development.

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RECORDED WEBINAR VIDEO
To watch the recorded webinar video for live demos, please access the link:
https://bit.ly/3BMKEVN

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ABOUT NETCOM LEARNING
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