Did you know ..... April 2013
April 27, 2013

Peak Performance PM regularly scans a very broad range of industry discussions, and holds in depth consultations with our major clients, to tease out emerging trends in the project, program and portfolio related areas of our client’s businesses.

Periodically we summarize these emerging trends, for the benefit of our clients, and the wider PM community, as part of our service of providing impartial advice.

It is noteworthy that the key trend this year is a recurrent one, from previous years, and one that brings a “deep seated” problem into the limelight, once again.

We note, once again, that key businesses, who have heavily invested in project management related continuous professional development training, are finding that “leadership” skills are sorely lacking, within the project community.

It is now becoming increasingly apparent, to many in major organizations, that until project managers “step up” to effectively leading teams and their projects, fully effective and successful project delivery will continue to be a significant stumbling block.

Peak Performance PM’s top 10 trends for project management are:-

1. Many organizations will start to recognize the importance of “Soft” skill leadership continuous professional development training and will begin to require this for their senior project team members. 

2. Many organizations, particularly international ones, will expect and require, their project management team members to hold an appropriate industry standard project management credential, and that, together with a shortage of such personnel, will lead to a surge of personnel seeking appropriate project management credentials, in the coming years.

3. The availability of experienced, professional, credentialed and demonstrably successful project managers will remain exceedingly tight, in the next few years, and this will continue to further tighten, as major international clients recognize the value add that these personnel bring, to their project centric business environments.

 4. Many organizations are now realizing that online continuous professional development training, whilst convenient and useful, cannot replicate the often required behavioral changes that face to face development training can achieve. Investment in face to face training will therefore continue to increase.

 5. A considerable number of organizations will continue to invest in the development of “Hard” project management skills, despite the fact that there is now a growing awareness that most project problems are related to the “Soft” skill areas, as realization of project benefits takes on a sharper focus.

 6. The requirement for organizations, and their team members, to be effectively competency baselined, both against their peer comparative organizations, and for team members, against a recognized project management profession competency standard, will continue to increase.

 7. The rush of previously made investments, into Agile project implementation techniques, and associated continuous professional development training, will abate and these past investments will be increasingly viewed, in most organizations, with hindsight, as having failed, although the reasons for this perception of failure may not be correctly understood.

 8. Organizations are now becoming aware that project management development training is not just for project managers. As organizations move to a more project centric operating environment, they are becoming increasingly aware that more of their team members need to understand the project operating environment and the language of project management.

 9. More progressive project centric organizations will begin to recognize the real value add that an effective PMO can bring, and investment in the development, establishing and managing of effective PMOs, and their respective team members, will continue to increase.

 10. Vendor management, competitive tendering, and contract management skills will be recognized as essential key complementary skill sets, necessary to assist in the delivery of successful project outcomes, and smooth management of bought in services.

Many of this year’s trends focus on the need to improve project “soft” skills, broaden the awareness of the language of projects within organizations, measure real competence and its improvement and to provide more realistic project support mechanisms.

 It is clear that it is no longer possible to simply hire project managers and expect exceptional results. Organizations need their Project Managers to be experts, and to be able to take control of the projects to get maximum beneficial results.

Peak Performance PM’s top 10 trends, in project management, is put together annually by Peak Performance PM senior team members and is based on considerable continuous dialogue with industry professionals and subject matter experts, and ongoing dialogue with our client’s senior executive team members.