Future leaders will need to change the way they manage their teams.

No one can predict the future-including project managers. Circumstances change, new factors intercede and unforeseen challenges creep up. But we must recognize trends and changing paradigms in order to prepare for the future, says Hans J. Thamhain, Ph.D., PMP, professor of management at Bentley University in Waltham, Massachusetts, USA.

Failing to consider the future will only leave the profession at a disadvantage. "If you're not prepared, then you cannot interact," he says.

Dr. Thamhain explores the changing social processes and organizational environments that drive team performance in the chapter he penned for Project Management Circa 2025 [PMI, 2009], "The Future of Team Leadership in Complex Project Environments."

For instance, he believes we have the ability to make educated predictions about the changing nature of project teams-and he doesn't think it's a guessing game. "Even in our increasingly complex and changing environment, team performance is not random," he says. "The better we understand these changes, the more effectively we can adapt our management style and team leadership."

So what are these changes? Dr. Thamhain says future leaders will have to contend with these four issues when managing teams:

1. Increased Project Complexity and Team Dynamics

The composition of project teams, as we traditionally thin of them has shifted. What used to be defined as the working group that executed the project has expanded to include stakeholders, partners and managers.

Grappling with these changes requires more social and professional networking. "That is project managers to become social architects shaping the project environment," Dr. Thamhain says.

Team leaders of the future must understand the dynamics of people and organizations at all levels, including the cognitive structures that create change and influence decision-making. A leader must be prepared to serve as cheerleader, provider and facilitator.

2. Ever-Changing and Expanding Technology

Dr. Thamhain believes the IT field will continue to have strong influence over how projects and teams are organized.

A central IT support system with specialized knowledge will keep organizations on top of the latest technology, enabling project managers to use resources to the fullest advantage. But this also means that IT departments will be shared resources that will have to juggle multiple projects at once.

3. The Need for Strategic Alignment

Too many times, Dr. Thamhain says, project managers are not connected with enterprise strategy. But that connection is necessary if they want project management methodology-and their teams-to be viewed as critical components of the organization's business objectives.

To promote strategic alignment, he recommends project leaders connect and get involved with their senior management to create a strategic alliance. He encourages project managers to attend strategic planning sessions, get acquainted with the organization's specific long-range goals and understand those goals are implemented at the project level.

The Need for Professional Development

Another important piece of the professional puzzle is the personal development of project managers and team members. "What got project management established as a recognized professional field is its body of knowledge," Dr. Thamhain says. It is important to promote education programs and encourage certifications-which will ultimately result in more integrity and respect for the field.

"The problem is that most of our models, concepts and techniques [were] developed 30 to 50 years ago, and are often no longer relevant in today's more dynamic, unpredictable [and] chaotic project environments," he adds.

Project leaders can't wait until the "ultimate body of knowledge" emerges, he says, but they still have to adapt to contemporary situations. Yes, the future is uncertain-but there are some things we can prepare for as project managers