PROJECT MANAGEMENT TRENDS
pool in only a few hours? We simply contacted geographically
external line managers and related HR personnel to get their list
of available resources. Let’s not be too critical here—it happens to
even the most experienced project managers. It should be noted
we were using a project management tool that integrated with
the corporate HR system so resource allocation could be carried
out in real-time within the tool. (Please refer to Section “
Project managers are the new change managers”) Once the resource
pool was on-boarded onto the project management tool, they
carried out simple skills-based resource allocation.
The next step was to unite this cross-functional team around
the process. We agreed stringent daily meetings—for example,
daily scrum meetings—to communicate on user stories and
progress clearly and frequently. Building trust and avoiding remote team members feeling isolated was achieved by frequent,
fair and appropriate feedback. Recognizing and acknowledging
successes was also achieved through the tool. So, looking ahead
to the near future, it’s important to invest in a suitable tool for
coordinating remote teams.
BRINGING INVESTORS ON THE PROJECT JOURNEY
It’s 100 years since Henry Laurence Gantt, the prolific and brilliant Hoover Dam engineer, first introduced the most widely
recognizable project management symbol—the Gantt chart. A
century later and corporations are still looking for ways to stay
ahead in the technology rich environment, consistently turning
to project management to deliver projects faster, cheaper and
better than the year before.
In the past decade of economic chaos and instability, the
financing of startup med-techs or pharmaceutical drugs has
never been tougher. Investors still don’t see clear paths to in-
vest and oftentimes the exit points for investment are unclear.
What does success look like? When is the next investment cy-
cle? What are the early warning signs of failure? What is the
minimum set of requirements for a product release? These are
still profoundly important questions to agree up front with any
Having solid project, program and portfolio management
practices in place still encourages initial investment and the continued ability to report progress through delivering measurable
work packages remain the solid ground for continued reinvestment. Advice for 2017? Don’t forget the basics. Agree on the portfolio roadmap upfront. Identify programs of work. Determine the
critical path. Describe the development process. Include budget-monitoring controls and expenditure profiling in every investment board review and continue to report on all major risks and
One of the observable trends over the past number of years is
the increase in the number of chartered accountants that are now
CIOs or portfolio managers. Projects are more about the bottom
line than ever before. Therefore, think about your project as if it
were your money. Would you continue to invest without any visibility on progress? Well then provide the investors with dashboards to build the trust to continue the investing culture.
TAKE PROJECT MANAGEMENT TO THE CLOUD
AND THEN BYOD
Mobile collaboration continues to be critical when choosing project management software. It is becoming a key enterprise influencer for moving project management applications from inside
the firewall to third-party hosted cloud solutions. Mobile devices
are socializing project status to the entire team, displaying project schedules and tasks for wider understanding and discussion
by project teams. Access anytime/anywhere for all project stakeholders using personal laptops, tablets, and smartphones connecting with corporate resources is becoming an essential factor
in choosing project management software.
In our opinion, it is the role of the project manager to lead the
BYOD initiative and to manage the technology, policy, security,
and other regulatory factors that need to come together in order
to support the project team.
Developing data ownership policies may require input from
multiple departments, including legal document owners, information security and management teams. Project managers
are now responsible for access rights to all project information
– therefore a tool that has different access rights can be a deciding factor. Agile practices and more self-directed teams have
led to the need for more visual representations of project management information for all team members. Having regulation
or guidelines embedded in the project management software
keeps team members focused and aware of the standards they
Enterprise mobility and BYOD influence over project management platforms should be embraced by delivery organizations.
No longer can project managers hide in the PMO. No longer
can project team members not have an understanding of project
scheduling. Providing collaborative access anytime and anywhere
is a trend well worth taking into consideration.
“In a sense, agile is like jazz.
It’s like improv in a way. It’s not
sheet music. We tend to now work
in a world which asks us to deliver
products quicker than maybe
traditional models allow us.”