1. Organizations need excellent project leaders, but mistakenly invest in "hard skills."
While many organizations understand that their project managers lack skills in communication, negotiation, organizational change management, and customer relationship management, training will focus on hard skills over strengthening the full spectrum of leadership.
2. Best management think tank file
Name: ESI
Company: ESI, the world's leading project management training company, is part of the Infomma Group and is committed to helping people around the world improve the management of projects, contracts, needs and suppliers through innovative courses. Founded in 1981 and headquartered in Arlington, Virginia, USA.
Research proves that adopting agile methods can indeed reduce costs, speed up the process of getting projects into service, and improve quality compared to traditional methods. However, in 2013, many organizations will still not appreciate the practical utility of agile, and the problem is that they only know how to train project managers in agile projects, and ignore the people in other areas, and the result will be futile.
3. Project management is no longer just a matter for project managers
While project management will continue to move towards specialization, organizations will require people with a role other than the PM title to also play the role of project manager. Business departments such as human resources, sales, marketing and legal also need to have their employees trained in project management.
4. The unique challenges of large-scale projects are becoming increasingly difficult to overcome
Design, procurement, and construction management (EPCM) projects, oil and gas exploration, major weapons systems development, and large-scale transportation programs often involve outsourcing. These projects involve enormous human and material resources, thousands of people at any one time, and the technical complexity involved is staggering, and only a few companies can successfully manage them. In 2013, we'll see more organizations building in-house expertise to hold their contractors doing their jobs right.
5. The Project Management Office (PMO) will focus on proving its value and driving innovation
Gone are the days when simply providing a methodology and compiling a project schedule convinced company executives that the PMO was doing his due diligence. More and more organizations are implementing PMO "audits" to determine how PMOs can reduce time while effectively improving the quality and effectiveness of execution.
6. Government agencies will increase PM certification requirements in response to growing public criticism
To raise funds for large IT projects, the government must have a certified project manager. However, the current criteria for obtaining PM (known as FACP/PM) accreditation only focus on the completion of the minimum training time and do not guarantee the actual level of work of the certification holder.
7. Improving the supplier management system will become the first skill mastered by the project manager
Typical problems in supplier management are ambiguous contract scope, poor quality, failure to complete on time and overcapitalization. As outsourcing grows, these problems will exacerbate if not addressed at their root. Smart organizations go to great lengths to understand their outsourcing needs and assign highly qualified professionals to write requirements and manage relationships. We will see more organizations addressing this critical need in 2013.
8. In many organizations, continued poor project performance will lead more companies to dissolve project management offices
The study found that the average lifespan of PMOs is about four years. If project performance does not leave a good impression on executives and stakeholders, lifespan may decline further. PMOs are created to improve project performance, yet few organizations give PMOs sufficient resources and authority to carry out their work. Poor project performance has multiple root causes, but PMOs are often targeted.
9. As funds continue to be tight and the number of projects continues to grow, portfolio management will play a greater role
Portfolio management is not just a prioritization of orchestration, but a strategic focus for maintaining competitive advantage. The function of portfolio management is to guide the organization to work together to implement project development. We are waiting to see how the industry develops professional certifications for portfolio management.
10. The original intention of organizations to adopt agile methods is to speed up the time-to-service of projects, but the end result is often unexpected
The right use of agile methods to manage projects can bring many benefits. The highest state is to be able to respond to the trend and achieve flexibility. While accelerated project go-to-service is also one of the benefits, this is now a major reason why many companies are using agile methods.
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