Project management is anything but stagnant. It evolves with the business, and any business worth working in is always busy changing. In a post at the IIL Blog, Harold Kerzner, Senior Executive Director of Project Management at IIL, pinpoints some of the trends that will change project management in 2018.
For one thing, project managers are increasingly measuring project progress with metrics that go beyond the classic triple constraints, which is a good thing. Time, cost, and scope are important, but they do not tell the whole story on project health by themselves. However, with more project metrics also comes more project constraints, and it will not always be possible to keep all of them tidy. Instead, constraints will have to be prioritized and then re-prioritized throughout the life of the project. The ultimate goal of project management is to create value, so that will be the needle on the compass as metrics and constraints are considered.
Kerzner believes that, in general, project managers are starting to become more trusted by the business with making decisions. They are also trusting managers to use different project methodologies for different projects, as opposed to imposing one type on all projects. The nature of governance is thus changing, to be less about controlling people and more about ensuring the project portfolio agrees with strategy.
A new aspect to some project portfolios will be the presence of innovation projects, projects aimed squarely at creating new capabilities and exploiting opportunities. But Kerzner believes it will require a different type of project management than is typically used, meaning there will be a rise in methodology experimentation too.
One more notable prediction discusses the need for “customer-driven” frameworks:
For years, we told our customers that our company has a great methodology and, if you award us a contract, we will manage your project according to our methodology. With the ability of project managers to use flexible methodologies or frameworks, customers are now asking the project managers to customize the framework according to the client’s business model rather than the contractor’s business model. I call this approach customer-driven frameworks, and this can easily lead to more business and better customer-contractor relationships. The closer the project managers conduct business according to the way that the client does business, the greater the chance of a successful project accompanied by higher levels of customer satisfaction.
For additional details on these ideas, you can view the original post here: https://blog.iil.com/predictions-for-project-management-in-2018/