''The project management profession has evolved from a niche, technical-based discipline to a fully embedded approach to the way work gets done," said Tim Wasserman, CLO, TwentyEighty Strategy Execution and Program Director, Stanford Advanced Project Management Program. "As a result, the skills required to fill project-based positions have also changed. Smart organizations are embracing these trends to stay ahead of the competition and continue to innovate."
In these times Project Management has induced the following;
THE PERMANENCY OF AGILE PROJECT MANAGEMENT
Agile approaches impact the way we do project-based work and have even started infiltrating more rigid methodologies such as Waterfall. Although people are still struggling with embracing the principles of Agile, smart organizations are helping their employees grasp agile ways of thinking to move their mind-set away from how things used to be done to how they need to be done. Forward-thinking organizations will strike the balance between disciplined and Agile methodologies. They recognize the need for Agile and will assist their employees with building their skills, knowledge and capabilities. Smart organizations are the ones that have already prepared a significant portion of their workforce to balance disciplined approaches with more agile ones to get work done.
BROADENING STRATEGIC ROLE OF THE PROJECT MANAGER
Project managers (PMs) are being asked to think more strategically, in large part because, as organizations flatten, there is a rising need for more people to do this on behalf of the entire enterprise. Project management is no longer just about managing the triple constraints, but rather about reaching solutions faster and demonstrating strong, direct business impact. As a result, PMs are now more engaged in solution recommendations from the beginning. They are evolving from project managers to profit managers, accountable for the project's financial performance, benefits realization and its impact on the organization's bottom line. As the PM's role within a project, program or portfolio morphs into a role requiring a more strategic perspective, PMs are moving away from their historical position as a technical cost center and toward a more pivotal role charged with ensuring that project-based work aligns to, and helps achieve, the organization's strategic intent. Smart organizations are hiring, retaining and training their PMs for the skills necessary to manage this evolving role.
And of course the roles are now Agile ...next write
