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Project Manager : Project Manager Feb March 2012
www.aipm.com.au Project Manager 11 IN DEPTH • DOUGLAS HODGSON MAIPM GLOBAL MANAGER – PROJECT MANAGEMENT, SKM BEFORE WE LOOK INTO our crystal balls with regard to the future of project management, we should overview the present situation. There is no doubt the resources boom of the past couple of years has put an enormous strain on the project management fraternity. This has resulted, in some instances, in having relatively inexperienced and unqualified individuals managing complex projects. Unfortunately, this situation will probably not change in the foreseeable future. Clients and major delivery organisations are struggling to find project managers with the abilities to manage these large (and getting larger) capital projects. Most organisations are developing methods to support and mentor project managers that may lack this all-round experience. Reducing risk in this area can be achieved in many ways (eg having an experienced project director involved with the project and client, training and mentoring programs, etc). So let’s try to predict how projects may be managed in the next 10 years or so. Perhaps the present capital project delivery models, such as Engineering, Procurement and Construction Management (EPCM), may be replaced with an alliance-type model where the client and project teams work together to deliver the project. Front-end involvement by all stakeholders generally provides a ‘one team, one project’ mentality that could eliminate many of the adversarial situations experienced within projects being delivered today. A ‘ONE TEAM, ‘ONE PROJECT’ MENTALITY DR LIAQUAT HOSSAIN DIRECTOR, PROJECT MANAGEMENT PROGRAM, UNIVERSITY OF SYDNEY CONTEMPORARY THINKERS CONTEND that it may be time to consider whether an organisation should be reconceived as a social network . Project coordination can be seen as multilayered, involving the orchestration of relationships not only at headquarters but also at the regional, national and field levels. Hierarchical models of resource allocation and coordination emphasise the power and dependencies that develop during projects. If you consider a social network model, the central and more visible actors in the network, such as the project manager, are likely to be potential allies with other powerful actors, thereby appearing even more powerful. I predict network structures in an organisation will form a social network and the participants should be encouraged to build cultures, promote knowledge sharing and consensus building. This has been coined ‘collective sense making’, and is likely to grow. The questions still to be answered are: • How does the project group structure emerge in a complex and dynamic environment? • How can we best represent the emerging structure of the project groups using social networks? And is the performance of the emerging project groups dependent on the social network’s structure? • How can project performance be understood through the lens of social processes? • How can it be evaluated? ••• COLLECTIVE SENSE MAKING IS LIKELY TO GROW
Project Manager Dec Jan 2012
Project Manager April May 2012