The document discusses the future of project management and the skills needed for project managers. It notes that the profession is growing and evolving beyond traditional PMP certification. Future project managers will need strong leadership, business management, and people skills to take on more strategic executive roles. They will need to focus on both short-term career pathing and long-term education and skills development to adapt to changing business needs and become effective leaders.
2. Agenda
From here to there
What’s happening out there?
What’s next?
Getting started
3. Growth of the Profession
PMI exponential growth since 1996
PMP certification celebrating 15+years
CAPM and now Program Management
Certification (PgMP)
Standards, certification, & recognition
Launching a career framework for
organizations
5. Competency Definition
A competency is a group of variables that
accurately predict successful job
performance
Research shows:
• 70% through experiences
• 20% through feedback („how‟ not result)
• 10% structured training & seminars
6. Need for competent PMs
Competence
• fitness
• capability
• ability
PM Competence (in 6 words or less!)
… well suited for project management work …
7. The changing skills of a Project Manager
General
Management Application Area
Knowledge & Knowledge
Practice & Practice
Generally
accepted
Project Management
knowledge
and practices
8. Attributes of the PM Today
Manage & Lead Risk-taker
Conceptual & Competitive
Analytical
Results Oriented Demonstrates Initiative
Able to Influence Innovative
Flexible Creative
Energetic Proactive
Positive & Confident Focused
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9. Is the Future Written in the Past?
A Brief History of Research
• 1970s WBS, PM Software, P.E.R.T., Life Cycles
• 1980s Risk Management, EVA, AI, Cost Management
• 1980s had 4 times the research articles than 1970s
• 1990s Team Building, Leadership, Motivation, Risk
management. Quality Management, Communications
• 2000s…Ethics, Loyalty, Trust, Globalization, Morality,
Selling?
In other words….
…. “a trend from tools people”
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10. Where are the PMs of the Future
Still an Accidental career Mature Project Manager
50 - 65
- The Life Cycle of a PM Some will be entrepreneurs
40 - 55
Professional Project Manager
40 - 50
Expanded Project management Responsibility
In-house,& off site training
30 - 40 Managerial Responsibility
Supervisory Responsibility
21 - 28 Specific Training at Employment
Advanced Degrees
Advanced Degrees
18 - 24 Apprenticeship
Commit to career, craft, Skill
11. Maturing PM Skill sets for the Future
Another view of a PM's life cycle
Leadership
Managerial
Technical
Time/Project size
12. Project Management Styles of the Future
The Pendulum is swinging
Participative Management Authoritative Management
Leadership
13. A New Tool for the PM of the Future
Who can you trust, who can trust you?
Competence trust (can you do the job)
Ethical trust (will you take care of my interests)
Emotional trust (does this relationship feel
right)
Combination of the above (Business, social and
sales balanced)
Your My
Interests Interests
14. The PM of the Future
Global Projects require Global PMs
• Not contractors or subcontractors
• Business to Business Alliances
• Loyalty an issue
• Asset Protection
Global Model
• PMs required to understand 3 dimensions
– Structural Dimension
– Policy Dimension
– Strategic Dimension
• Applied at local level
15. The PM of the Future
Project managers in a internal sales role
• PM is not yet a strategic issue
• Awareness & support during crisis only
The future Project Manager must…
• Understand concerns of senior management
• Speak their language
• Demonstrate value
• Connect to business
• Build on early success
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16. The Role of the PM of the Future
Project Managers as Portfolio Managers
• A coming of age in corporate strategic planning
• Executive function, Enterprise-wide
• More than managing multiple projects
Project Managers and the use of tools
• Watch where you're applying the lipstick
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17. What’s happening out there
CEOs are:
Looking for leaders
Focused on execution of strategy
Wondering how to innovate:
• „we need to build organizations where discipline
and freedom aren‟t mutually exclusive‟
Culture issues: building, changing
18. Burning Questions for corporations
Strategy: How do you link strategy and execution?
Talent: How do you leverage global talent pools for
innovation?
Trends: How will the trend toward clean and green
drive the innovation agenda?
Culture: How can you create sustainable innovation
capability?
Customers: Can they lead breakthrough innovation?
Jump Start: Can you build breakthrough start ups
from within?
* From HBR:Burning Questions website
19. The Economy
Growth in Canada
Impact of currency
Global leader potential
Sustainability opportunities: economic,
environmental, social
20. Changing workforce
Not just looming but already here shortage
of skilled resources
Lean structures of the past
Need for bosses and leaders
Profile of the worker today is different
tomorrow
Succession planning
21. Changing Workforce
Immigration is not going to solve the
shortage
Demographics – difference in younger
generation and attitudes to work/life
Training ain’t performance
Availability isn’t a skill
22. What’s happening in the PM world
Career pathing
Competency assessment
Search for new sources
Changing definition of a project manager
Not just about projects but change
management, governance, ethics
Team leadership
24. Career pathing
Traditional
• Manager, leader, director – project/program
• PMO head – project, program, portfolio
New Direction
• Strategic Planning
• Executive Management
25. Education & Training
70/20/10 rule
Select the career path which works for you:
• Career PM
• Executive Management
• Blend – with forks in the road
Based on profile of the future:
• Need for general management and „hard‟ skills
• Negotiation, decision making, managing change,
conflict, innovation
Formal education – MBA
Other designations – CMC
26. Short and Long Term
Short Term
Implement career path and competencies
for you
Get serious about training
Rotate through assignments outside your
usual zone
Don’t go it alone
27. Short and Long Term
Long Term
Enter formal management development
• MBA, internal corporate programs
Become PMs that can be promoted as
leaders
Prepare for uncertainty
Trial – test it out in real life
28. It’s about leadership
Leadership skill CEO responsibilities PM Equivalent
Selling up Board and shareholder Winning Stakeholder
relations Buy-in
Selling down The Entire Firm and its The Project Team
Customers
People Skills Creating followers Earning Respect
Strategic Planning Big picture, long term Project scope, planning
vision & definition
Finance High-level budget and Project resource
funding skills planning & cost control
Marketing Product management, Project vision
public relations & statements,
advanced promotion communications
skills planning
* PM Network – June 2005
29. How to be an effective leader
Understand & interpret the environment in
which you operate
Develop winning strategies
Execute them brilliantly
Measure the impact of your strategies,
adjust
Develop organizational, departmental, team
& personal capabilities
30. Taking the next step
You are here You want here
Take stock
What does your future look like?
What path do you want to pursue?
More than education
Experience, feedback, training
Leadership and relationships