Accelerating the Evolution of Project Management

The project manager of the future will be able to integrate data with experience, insight, and market intelligence–becoming a “digital translator” that can help their clients make informed, data-driven decisions without subjectivity and bias.

Data has already progressed from descriptive (what happened and why), to predictive (what will happen next) and is rapidly moving to prescriptive (what should we do to influence the future). The data flood has paved the way for artificial intelligence, and machine learning, two developments that have launched us into the 4th Industrial Revolution. AI allows project managers to analyze much larger data sets and deliver faster, more accurate and more consistent analysis, while freeing up time to build meaningful, human-powered relationships with team members and stakeholders.

Soft Skills

Just as important as the data processing abilities of AI bots are the indispensable human qualities that make a successful project manager. Machines can not yet lead teams, build relationships, listen, empathize, or negotiate - soft skills that are invaluable in any industry.

The Client’s Customer and Design Thinking

Rather than focusing exclusively on their client’s needs, project managers are increasingly considering the needs of their client’s customers, or the “end-user.”

To better serve end-users, project managers are utilizing design thinking: a non-linear, iterative process used to create innovative solutions which can be rapidly prototyped, tested, improved, and launched. This agile process is radically different from the traditional waterfall method that project managers are used to, which uses sequential phases to define, build, test, and release project deliverables. Design thinking instead uses iterative work cycles called “sprints” where each sprint can engage with end-users, build, test and improve and release project deliverables.

Project Management Offices

Establishing Project Management Offices (PMO) for delivering major projects or multiple smaller projects continues to gain popularity and for a good reason. The PMO provides the infrastructure and standard processes to ensure that projects efficiently meet their pre-defined goals and objectives. The PMO also provides an environment where aggregated project information can be used for performance managemen; lessons learned, reporting, and decision-making purposes.

PMO’s are evolving from a mainly administrative and procedural function to be more strategic and business-focused. In so doing, PMO’s are bridging a critical gap between strategic objectives and tactical delivery. In expanding their remit, PMO’s are embracing new capabilities like data analytics, stakeholder management, and change management to become a hub for innovation. The Digital PMO of the future will be able to provide relevant information, insight, and recommendations to any stakeholder, at any time, on any device to achieve the best outcomes.

PMO’s are also evolving to become more enterprise-based, acting as an integrator across multiple workstreams and departments to align towards a common business goal which is often transformational. The Enterprise PMO holds a strategic and highly influential position within the business and can influence strategy and lead change across the whole organization.

Finally, PMO’s are becoming more agile to respond to changing external factors and business needs. These PMO’s need to balance governance and standardization with responsiveness and flexibility.

Offshoring, remote teams, and the gig economy

Project management has largely been a client-facing discipline, with some aspects being undertaken by suitably qualified professionals in the back office or offshore locations. In parallel with the evolution of digital tools, more Project management activities will be undertaken remotely, often in ercenters of excellence located in lower-cost regions.

Arcadis has long-established Global Excellence Centres in Bangalore and Manila. Through the adoption of technology our GEC’s have evolved from providing back-office support to now being at the leading edge of scheduling and programming, BIM, data analytics and reporting undertaken by highly qualified and well-trained staff often with direct access to the client via video conferencing.

With the ability to leverage technology and establish remote teams, there is the potential for project management to follow other services such as graphic design, software design, writing, translation, and accountancy into the gig economy.

The use of so-called independent contractors on a short-term basis comes with both benefits and risks. From the structure, discipline, and professionalism provided via a competent, ever-learning project management organization is necessary to provide the intended outcomes for clients. Such organizations can access specialist skills or meet temporary increases in resource needs through the gig economy.