Last week, ESI International revealed its list of the top 10 project management trends for 2009. Here's what made the cut:
1. The Sandwich Generation: Middle Managers' Emerging Role in Change
2. Navigating Virtual Teams Through Change
3. Sharper Distinctions Between Project and Program Management
4. Leveraging Communities of Practice To Hone Skills
5. Strategic Selling of the Project Management Office (PMO)
6. Back to Basics for Successful Project Portfolio Management
7. Right-sizing Staff with Demand Driven Resource Management
8. Improved Requirements Metrics
9. People Will Come Before Technology
10. Risk Management for Governance
Most of these seem spot on to me. They reflect today's turbulent global economy and talent needs--and echo the things I am hearing from project managers I talk to. Probably the one that struck me the most was Sharper Distinctions Between Project and Program Management. I think any program manager--or even project manager--would agree that you can't simply be promoted to program manager. It is a different skill set.
On the other hand, two of ESI's trends struck me as nothing new: Leveraging Communities of Practice To Hone Skills and Navigating Virtual Teams Through Change. Project management communities of practice have been around for a while now. Take a look at LinkedIn, Facebook or Orkut. Some of those project management communities have over 1,000 members.
PMI is even getting into the mix with its new Virtual Communities project that will help users build a global knowledge base and create a community where users can network and exchange ideas.
And virtual teams? This discussion has been happening for years as well. Perhaps it is just the necessity is growing?
What do you think? Any trends missing?
1. The Sandwich Generation: Middle Managers' Emerging Role in Change
2. Navigating Virtual Teams Through Change
3. Sharper Distinctions Between Project and Program Management
4. Leveraging Communities of Practice To Hone Skills
5. Strategic Selling of the Project Management Office (PMO)
6. Back to Basics for Successful Project Portfolio Management
7. Right-sizing Staff with Demand Driven Resource Management
8. Improved Requirements Metrics
9. People Will Come Before Technology
10. Risk Management for Governance
Most of these seem spot on to me. They reflect today's turbulent global economy and talent needs--and echo the things I am hearing from project managers I talk to. Probably the one that struck me the most was Sharper Distinctions Between Project and Program Management. I think any program manager--or even project manager--would agree that you can't simply be promoted to program manager. It is a different skill set.
On the other hand, two of ESI's trends struck me as nothing new: Leveraging Communities of Practice To Hone Skills and Navigating Virtual Teams Through Change. Project management communities of practice have been around for a while now. Take a look at LinkedIn, Facebook or Orkut. Some of those project management communities have over 1,000 members.
PMI is even getting into the mix with its new Virtual Communities project that will help users build a global knowledge base and create a community where users can network and exchange ideas.
And virtual teams? This discussion has been happening for years as well. Perhaps it is just the necessity is growing?
What do you think? Any trends missing?
I completely agree with your assertion that we have numerous communities already sharing experiences and best practices. I have a problem with the entire list in that it implies that our current economic situation is the driver of these trends. Show me one major enterprise that does not need to do these things - in ANY economic situation! I agree that the downturn in the economy will be the catalyst for many organizations to "finally" start doing the right things - i.e. good IT Governance and the associated Project and Portfolio Management. I just hope those that do, don't mistakenly believe these changes are only necessary in the "bad times." It is my fervent wish that the adoption of any of these trends ensures they will be advocated and fostered when times get better. One final comment, I completely disagree with EMIs contention that "Project managers will increase their emphasis on the basics, taking a first-things-first approach and address fundamentals such as gaining and sustaining executive commitment, addressing gaps in the alignment of organizational strategy and projects, project selection, and efficient measurement process while leveraging existing resources to increase project success." This "portfolio management" can only be accomplished by an Executive Leadership Team that advocates and fosters good Governance. Other than providing data and begging, PMs can do little to influence this level of decision-making.
Steve Romero, IT Governance Evangelist
http://community.ca.com/blogs/theitgovernanceevangelist/