2. Large companies are not agile
Williams has seen several times how companies started small and agile and then grew to a size where innovation was no longer possible.
"Startups are small and can move quickly, so project management can be adapted to their needs. The larger they get (and therefore the complex customer base that needs to be managed), the less flexible they become and so does project management."
Williams believes that project managers will be burned out by the corporate machine if nothing changes.
"The situation of the company determines project management, not the other way around. This combination of ever faster deliveries and the expectation of having everything done yesterday poses a huge challenge for projects. [Large companies] burn out their PMs, kick them out and simply hire new ones. That is not sustainable in the long term."
So if project managers want to be successful in the future, they need to think independently and creatively within their organization to challenge inefficiencies while keeping all stakeholders satisfied.
3. Project leadership instead of project management
Williams believes that project managers need to develop into project leaders. In this role, they not only manage projects, but also drive necessary changes in a company:
"Many of the more reactive methods cannot keep up with [the rapid growth of companies]... In this area, project management will change and provide restructured solutions that are tailored to the needs of the company. Furthermore, project management will split into projects that require managers on the one hand and leaders on the other."
In this context, Williams suggests introducing the title of project manager along with the new approach:
"Project managers will become disposable and project leaders - both in administrative and managerial positions - will ride the wave of success. Someone who is well versed in organizational change management is an excellent negotiator, knows the business and motivates his employees."
Sandeep Srivastava, Transition Leader at Wipro BPS, agrees with this line of thought:
“Emotional intelligence, and in particular conflict management and the use of leadership skills in project management, are becoming key competencies for PMs.”
According to Srivastava, future managers – or leaders – need to be more aware of the actions and feelings of their employees.
4. Time tracking becomes more important
Team members are located in different places and mobile or remote working is now the norm rather than the exception. Isaac Kohen of Teramind is sure that in the future, the success or failure of a project will be based on knowing how employees spend their working time.
"To improve a company's performance, you need to know what projects employees are spending their time on and how much time and money is being spent on a task or project. Aggregated data from a department that shows deviations in italy telegram data user behavior clearly indicates that employees are not focusing on their work because they are being asked to help with other tasks."
The goal here is not to find out who spends their time on private matters instead of work. Rather, the goal is to have an overview of the team in order to use the most important resources profitably.
Zucker summed it up best, in my opinion, when he recalled his years as a project manager and looked at the future of the industry:
"I was initially fascinated by project management because you could really see the fruits of your labor: a completed and hopefully successful project. Over the years, the processes and techniques have changed somewhat, but project management remains a dynamic and exciting profession. I enjoy being part of an industry that is always striving for more."
Change can be scary – and so can the future. But whether you've been in project management for decades or are just starting out, there's no need to worry: the world will always need project managers. Whether it's building railway lines or spaceships, PMs always find a way to adapt because it's part of their job.
What are your thoughts on the future of project management?
Have you been in project management for a long time? If so, what is the biggest change you have seen since you started your career and have we missed anything important in the history of project management? What changes do you think we will see in the industry in the next 30 year