1. The changing landscape of Project Management
“A Career is a Marathon not a Sprint” - Anon
Prepared by: Inez Tailor
Presented by: Richard Kok

2. THE CHANGING LANDSCAPE OF PROJECT MANAGEMENT
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• Project management is a rapidly growing career field, PMI noted last year that by 2027 employers will need 87.7
million individuals working in project management-orientated roles.
• The trend towards more growth and diversity in the profession is expected to continue into the future
• Telecommunication
• Software industries
• Large portion has a business background
• Increasingly more sectors of societies will implement some form of project management for solving complex and
unique tasks.
• Project Management will become a basic competence for everybody with project managers having to differentiate
themselves with their business specific knowledge.
Impact on Project Managers
 The perspective of Project Management is changing from time, budget and performance focus, to an efficient way of
working, an improved customer and employee experience, and value creation.

3. HYBRID METHODOLOGY
• No more one-size-fits-all methodologies
• Increasing as we move into the future:
• Waterfall
• Scrum
• Agile
• Kanban boards
• Lean
• Six-Sigma
• Etc.
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Impact on Project Managers
 There is a need for a hybrid project manager, one who is not solely an expert in one traditional methodology, but is
well-versed in several and competent in determining the best method for the project at hand.

4. COMPLEXITY
• Size of projects
• Volume of projects
• Number of stakeholders
• Ambiguity of stakeholder expectations
• Technology development
• Regulatory changes
• Competitor movements
• Changing customer requirements
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Impact on Project Managers
 Increased Collaboration will be required, driven by the PM that leads the team.
 Knowledge of different methodologies and the ability to select a Hybrid of methods, integrating classic procedures
with agile concepts.
 The ability to apply a systemic approach to problem solving will become a required skill.

5. REMOTE TEAMS
Geographically- dispersed teams provide benefits:
• Teams can be cheaper and more productive when managed
effectively with the right collaboration tools.
• Access to top talent that’s unavailable locally.
• Diverse culture, impacting problem solving abilities.
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Impact on Project Managers
 Project Managers need to find ways for teams to collaborate over a wide variety of platforms, as well as addressing
team dynamics like culture, trust, knowledge sharing etc.

6. PMO
• PMI’s Pulse of the Profession sees Enterprise PMO’s gaining more
traction in the future, with Enterprise Portfolio Management bridging
the gap between an organizations strategic vision, and the
Programmes and Projects meant to implement the strategic
objectives.
• PMI notes that a study has revealed that projects are more likely to
achieve their strategic goals (38%) when they are coordinated and
supported by a PMO.
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Impact on Project Managers
 Alignment to PMO processes and toolsets will become more critical.
 PMO Specialist as a career path.

7. IN SUMMARY
Today’s Project Management Professionals should:
1. Ask WHY before HOW, in order to understand the business and its
strategic objectives;
2. Be adaptable with a high tolerance for ambiguity;
3. Be a good communicator and negotiator;
4. Be Pro-active – Manages Risk vs Tracking Issues;
5. Be Intuitive – like a good rugby player;
6. Understand different personalities and communication styles;
7. Build Relations and Collaborates rather than dictates.
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8. PARTING THOUGHTS
Any project and programme manager worth his/her salt would know, that the ability to be successful is a result of
formal/informal education, mixed with real-life experiences, lots of resilience, and the PMs ability to adapt to different
circumstances.
It’s simply a fact that many of the projects/programmes that we are assigned, either as the manager or team member,
will be unique to the point of departing dramatically from anything we’ve previously encountered, and our ability to
adapt to the new circumstances will determine not only our chances of success, but indicate our innate level of talent.
New and inexperienced PMs will seek (or even demand) a return to environments similar to those with which they are
familiar.
Talented and experienced PMs will adapt to their new circumstances, and play the best they can with the hand they've
been dealt.
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