VOICES | Project Perspectives
Saleh Sultan, PMP
geographic analyst II, Nokia, Dubai, United Arab Emirates
I foresee most IT and technology projects starting to rely on agile management process, which is very good for team collaboration and accelerating outputs. This change means project professionals will be able to customize their management approaches according to their needs and the nature of their projects. Signs pointing to this change include PMI introducing the PMI Agile Certified Practitioner (PMI-ACP)® certification, as well as the technology challenges facing companies and their need to accelerate product life cycles.
Alan Casey, PMP
senior project manager, Consumers Energy, Jackson, Michigan, USA
Look for continued movement toward self-organizing teams in 2013. I expect to see project managers moving away from command-and-control techniques as they embrace collaborative techniques like coaching, coordinating and cheer-leading. This change would mean we as project managers need to strengthen collaborative skills. Some project managers will remain in a coordinating role, especially in very large organizations. Others will migrate to roles such as product owner or Scrum master. This change will occur as a result of the success of Scrum teams and the resistance to command-and-control project management in the IT industry. Younger workers will reject and resist old-school command-and-control.
Martin Castellan, PMP
project management consultant, Sud Media Consulting, Toulouse, France
Right now, Europe is in a perfect storm of recession, and there's a succession of financial scandals. Regulators want to make sure this doesn't happen again, so it's time for defensive projects. There will be projects to cut costs, manage credit and reduce risks. In this risk-averse environment, risk management will be everything. It's time to dust off those RAID [risks, assumptions, issues and dependencies] logs. This is already happening. Good risk managers can name their price.
If the economies of Europe spiral down far enough, their companies may become bargains for foreign predators. Then we can expect acquisitions and integration projects.
Laurie N. Dunston, PMP
project manager, Homosassa, Florida, USA
I believe there will be more emphasis on project management knowledge rather than industry knowledge. The demand for project managers is high and the supply of credentialed project managers is abundant. Specifically, project managers with PMI credentials will have greater opportunities to manage projects in industries in which they have not previously worked. There are many project managers with telecommunications, utility and construction experience, for example, who have the knowledge and skills to manage projects in other industries. Efficiencies can be realized by bringing in project managers from outside the organization and outside the industry. They can overcome technical knowledge deficiencies by utilizing resources within the project team.
DECEMBER 2012 PM NETWORK