by clicking the arrows at the side of the page, or by using the toolbar.
by clicking anywhere on the page.
by dragging the page around when zoomed in.
by clicking anywhere on the page when zoomed in.
web sites or send emails by clicking on hyperlinks.
Email this page to a friend
Search this issue
Index - jump to page or section
Archive - view past issues
Project Manager : Project Manager Aug Sept 2012
20 Project Manager • CovER SToRy the organisation, backed up by formal professional training and development as well as mentoring programs,” Mansfield says. “P roject management communities of practice should also be set up with links to professional bodies such as AIPM. A commitment to continuous learning and professional development for employees is required to ensure sustainability of the business by training and retaining young and emerging project professionals.” As the next generation moves into more senior roles, younger PMs will gain a stronger influence on project ma nagement processes, so the way we manage projects and the way in which we communicate progress will change. The PM of the f uture, according to Sydney Universit y’s Project management program Director Professor Liaquat Hossain, will be able to conceptualise strategic change and deliver it through projects while being a good negotiator, capable of confl ict resolution. “It will be important for them to perform 'horizon scanning' to detect industry trends based on local and global market signals, and to provide a proactive, not reactive, approach to move the organisation forward on the right trajector y,” Prof Houssain says. “ This will lead to innovation and learning, strategy and growth as well as enterprise-wide sustainability.” The changes won't just be at strategic levels though, we w ill also see a shift in the ways PMs work. “ We’ll see the rise of texting, tweeting and posting as well as instant messaging and communicating on the go,” Mansfield explains. “ Working remotely and updating project documents in real time are becoming the norm, as is communicating with peers through blogs and professiona l social media networks,” he says. While most PMs and the companies they work for are fairly good at rec ognising the impor tance of education and professiona l development in one form or another, it is generally accepted that a truly mu lti-faceted approach – incor porating education, on-the-job training, mentoring, behavioural and theory-based learning – is the only way to ensure that PMs are kept up-to-date technically and practically. ••• ThE PM OF ThE FuTuRE ... wIll BE ABlE TO CONCEPTuAlISE STRATEgIC ChANgE AND DElIvER IT ThROugh PROjECTS whIlE BEINg A gOOD NEgOTIATOR, CAPABlE OF CONFlICT RESOluTION
Project Manager June July 2012
Project Manager Oct Nov 2012