The PM Revolution: Key Trends Propelling the Project Management Profession Into the Future
- 1. The PM Revolution: Key Trends Propelling the Project Management Profession Into the Future April 6, 2022 11:00 am PST 2:00 pm EST 7:00 pm BST Project Management Update Expert Insights. Personalized for you. w/ Jesse Fewell Principal Coach at the Fewell Innovation
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- 3. Project Management Update Expert Insights. Personalized for you. Click on the Questions panel to interact with the presenters TO USE YOUR TELEPHONE: You must select "Use Telephone" after joining and call in using the numbers below. United States: +1 (213) 929-4212 Access Code: 676-761-665 Audio PIN: Shown after joining the webinar TO USE YOUR COMPUTER'S AUDIO: When the webinar begins, you will be connected to audio using your computer's microphone and speakers (VoIP). A headset is recommended.
- 4. The PM Revolution Key Trends Propelling the Project Management Profession Into the Future
- 5. We are in the midst of a REIMAGINATION of what project management means. And it means MORE than ever before.
- 6. Today’s Global Challenges In just the last few years, we have seen… 1. Pandemic sparking pivots & investments to survive 2. Social Change emphasizing DEI and teamwork 3. Great Resignation pressuring business models Chat poll: Which of these three is most challenging in your workplace right now?
- 7. Contents 1. Beyond Deadlines & Budgets 2. Beyond the Core Team 3. Beyond the Project Manager 4. Taking your Career Beyond
- 8. Key Sources 2021 HBR 2021 PMBOK 2021 State of Agile 2021 Global Trends NOTE: these sources span all industries and all countries
- 10. Projects Exist to Create Value How is Agile Success Measured? - State of Agile 49% Customer Sat / Business value 30% On budget 26% On schedule
- 11. Projects Exist to Create Value Official Success Indicator “Value, including outcomes from the perspective of the customer or end user, is the ultimate success indicator and drive or projects” - PMBOK How is Agile Success Measured? - State of Agile 49% Customer Sat / Business value 30% On budget 26% On schedule
- 12. Projects Exist to Create Value Official Success Indicator “Value, including outcomes from the perspective of the customer or end user, it the ultimate success indicator and drive or projects” - PMBOK Economic Engine • Accounted for 41% of 2019 German GDP • Worldwide from $12T (2017) to $20T (2027) - HBR How is Agile Success Measured? - State of Agile 49% Customer Sat / Business value 30% On budget 26% On schedule
- 13. Projects Exist to Create Value Official Success Indicator “Value, including outcomes from the perspective of the customer or end user, it the ultimate success indicator and drive or projects” - PMBOK Economic Engine • Accounted for 41% of 2019 German GDP • Worldwide from $12T (2017) to $20T (2027) - HBR How is Agile Success Measured? - State of Agile 49% Customer Sat / Business value 30% On budget But many people don’t believe we are serious… 26% On schedule
- 14. Perception of Projects vs Products
- 15. Perception of Projects vs Products
- 16. WHAT you’re building is not WHY you’re building it. Leaders expect you know to the WHY.
- 18. Project Teams Growing in Complexity Distributed Teams - Global Trends 14% One central office 86% Multiple office locations
- 19. Project Teams Growing in Complexity Agile Colocation NOT Preferred Only 3% of agile practitioners indicate they plan to return to the office full time - State of Agile Distributed Teams - Global Trends 14% One central office 86% Multiple office locations
- 20. Project Teams Growing in Complexity Agile Colocation NOT Preferred Only 3% of agile practitioners indicate they plan to return to the office full time - State of Agile Cross-Team Dependencies 70% of PMs say majority of projects require collaboration outside of the immediate team - Global Trends Distributed Teams - Global Trends 14% One central office 86% Multiple office locations
- 21. Project Teams Growing in Complexity Agile Colocation NOT Preferred Only 3% of agile practitioners indicate they plan to return to the office full time - State of Agile Cross-Team Dependencies 70% of PMs say majority of projects require collaboration outside of the immediate - Global Trends Distributed Teams - Global Trends 14% One central office 86% Multiple office locations But it’s even more complicated than that…
- 22. Your Team Only 1 Piece of the Puzzle The organizational system is complex
- 23. Your Team Only 1 Piece of the Puzzle Principle #5 - Recognize, Evaluate, and Respond to System Interactions - PMBOK The organizational system is complex
- 24. Your Team Only 1 Piece of the Puzzle Principle #5 - Recognize, Evaluate, and Respond to System Interactions - PMBOK Principle #3 - Create a collaborative project team environment - PMBOK The organizational system is complex
- 25. Collaboration is the modern project management expectation
- 27. Project Manger Role is Changing Rise of the Informal Project Manager - Global Trends 43% Neither PMO, nor formal process 33% No formal certification 30% No formal PM title
- 28. Project Manger Role is Changing Everyone is involved “Soon we will no longer have job descriptions. We will have only project roles.” - HBR Rise of the Informal Project Manager - Global Trends 43% Neither PMO, nor formal process 33% No formal certification 30% No formal PM title
- 29. Project Manger Role is Changing Everyone is involved “Soon we will no longer have job descriptions. We will have only project roles.” - HBR The Why over the Who ZERO mentions of the Project Manager - HBR Rise of the Informal Project Manager - Global Trends 43% Neither PMO, nor formal process 33% No formal certification 30% No formal PM title
- 30. Project Manger Role is Changing Everyone is involved “Soon we will no longer have job descriptions. We will have only project roles.” - HBR The Why over the Who ZERO mentions of the Project Manager - HBR Rise of the Informal Project Manager - Global Trends 43% Neither PMO, nor formal process 33% No formal certification But which responsibilities are changing… 30% No formal PM title
- 32. More Collaborative Responsibilities Yesterday Today Requirements The PM elicits, documents, & synthesizes Shares ownership with Product Owner/Manager, Analysts, & Stakeholders
- 33. More Collaborative Responsibilities Yesterday Today Requirements The PM elicits, documents, & synthesizes Shares ownership with Product Owner/Manager, Analysts, & Stakeholders Estimates Record (and sometimes generate) expert judgement assessment Facilitate team-based discussion
- 34. More Collaborative Responsibilities Yesterday Today Requirements The PM elicits, documents, & synthesizes Shares ownership with Product Owner/Manager, Analysts, & Stakeholders Estimates Record (and sometimes generate) expert judgement assessment Facilitate team-based discussion Business Case Record & communicate Sponsor’s self-created business case Mentor stakeholders on value metrics & ROI
- 35. More Collaborative Responsibilities Yesterday Today Requirements The PM elicits, documents, & synthesizes Shares ownership with Product Owner/Manager, Analysts, & Stakeholders Estimates Record (and sometimes generate) expert judgement assessment Facilitate team-based discussion Business Case Record & communicate Sponsor’s self-created business case Mentor stakeholders on value metrics & ROI Tasking Direct & delegate team assignments Team members self-assign tasks
- 36. More Collaborative Responsibilities Yesterday Today Requirements The PM elicits, documents, & synthesizes Shares ownership with Product Owner/Manager, Analysts, & Stakeholders Estimates Record (and sometimes generate) expert judgement assessment Facilitate team-based discussion Business Case Record & communicate Sponsor’s self-created business case Mentor stakeholders on value metrics & ROI Tasking Direct & delegate team assignments Team members self-assign tasks Reporting Collect, format, & present status Enable self-serve of team updating status & stakeholders finding it
- 37. Project Management has become a team sport
- 39. Growth & Gains The new expectations & opportunities for project professionals
- 40. Growth & Gains Grow Broader Skills Learning outperforms knowledge. Whatever you know today is not enough for the long haul. In today’s marketplace, gaining new & deeper skills is an career- long mandate. The new expectations & opportunities for project professionals
- 41. Growth & Gains Grow Teamwork & Gain Visibility PM is a team sport. Today’s projects are more complex than ever, needing involvement from broader coalitions. This gives project professionals more stakeholders to engage, but then more visibility than ever before. Grow Broader Skills Learning outperforms knowledge. Whatever you know today is not enough for the long haul. In today’s marketplace, gaining new & deeper skills is an career- long mandate. The new expectations & opportunities for project professionals
- 42. Growth & Gains Grow Teamwork & Gain Visibility PM is a team sport. Today’s projects are more complex than ever, needing involvement from broader coalitions. This gives project professionals more stakeholders to engage, but then more visibility than ever before. Gain More Impact Execs need what we offer. Emphasizing business outcomes over project outputs takes effort to do well. But those who master the skill will have more credibility with customers & leaders than ever before. Grow Broader Skills Learning outperforms knowledge. Whatever you know today is not enough for the long haul. In today’s marketplace, gaining new & deeper skills is an career- long mandate. The new expectations & opportunities for project professionals
- 43. Summary 1. Beyond Deadlines & Budgets 2. Beyond the Core Team 3. Beyond the Project Manager 4. Your Career Beyond
- 44. Next Steps Guiding Transformation JesseFewell.com/agileleadership Get Knowledge FREE custom consult No-obligation JesseFewell.com/coaching Get Results
- 45. Principal Coach at the Fewell Innovation Jesse Fewell /in/jessefewell/ JesseFewell.com @jessefewell Q&A Webinar Coordinator, Project Management Update Rayvonne Carter /in/rayvonnecarter/ Projectmanagement update.com @ProjMgmtUpdate