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Project Manager : Project Manager Feb March 2012
www.aipm.com.au Project Manager 9 8 Project Manager Agile blends with waterfall for a new ‘hybrid’ approach Having moved from ‘manifesto to mainstream’, Agile has confronted project teams with the difficulty of implementing the experimental and hypercollaborative approach. To transition an organisation into fully adopting certain aspects of Agile, project teams are combining traditional and Agile elements to create their own hybrid approach. In areas such as planning, requirements, and team communication, organisations are designing custom-made methodologies that work for them. Smarter project investments will require a stronger link between project management and business process management The philosophy of business process management (BPM) is fast becoming a key factor in project selection. When new projects are proposed their value will be judged, to a large extent, on the impact they will have on the organisation’s business processes. The more impact the project has on reducing internal costs, the higher it will be ranked. The ‘smart’ money will be spent on driving costs out of the business. Given the high premium being placed on efficient processes delivered through projects, BPM is a concept with which project managers will need to be intimately familiar. More PMO heads will measure effectiveness on business results Tactics such as introducing tools, using methodologies, mapping project management practices and sending project managers to training do not speak to the effectiveness of the PMO from a business perspective. To judge business effectiveness, PMO heads need to determine if their work has had a positive, quantifiable effect on the business in terms of troubled project reduction, lower project manager attrition, and faster time to market. In 2012, the practice of measuring the outputs, not the inputs, of project management will gain traction. Good project managers will buck unemployment trends Even though unemployment is at record levels in many countries, good project managers are hard to find. Recruiting continues even in tough economies, and organisations need individuals who can perform the basics flawlessly. The hunger for project management basics, in particular risk management, will continue to surge in 2012, especially in countries such as India and China, where project manager attrition rates are disturbingly high and continuous training of new staff is critical. Client-centric project management will outpace the ‘triple constraint’ For years, time, cost and scope were the metrics upon which the success of all projects and their managers were judged. While the triple constraints remain important, they are no longer the be-all-and- end-all for project success. While risk and quality have also been cited as additional ‘constraints’, the clear trend in 2012 is the value the project delivers to the organisation. The new definition of project success is that a project can exceed its time and cost estimates so long as the client determines that it is successful by their own criteria. Today, project value is determined by the ‘recipient’ (client), not the ‘provider’. HR professionals will seek assessments to identify high- potential project managers Because project management is such an important function, HR professionals will be tasked more intensely with identifying high- potential project managers in 2012. The challenge HR professionals will face is that there is no gold standard assessment for identifying great project managers. Existing knowledge and skills assess- ments are of little use since they are not designed for entr y-level project manager positions. Nonetheless, candidates must be measured not only on their technical abilities, but also on the all- important business and interpersonal skills. ••• IN DEPTH • WE ARE FAST APPROACHING A TIPPING POINT
Project Manager Dec Jan 2012
Project Manager April May 2012