Kharkiv PMDay 2017 Аліна Піддубна - "The future of project management: РМ у 2030"

1. 1
Алина Поддубная,
PMI-ACP, PMP, PSM,
тренер и консультант по
управлению проектами

2. 2
Destination date from the film “Back to the future” (1985)

3. 3

4. 4
“The guest from the future” (Soviet film for children, 1984)

5. 5
1984 → 2084
Mielophone

6. 6
Artist EngineerDoctor Tennis player

7. 7
2084?
2050?
2030?

8. 8

9. 9

10. 10

11. 11KEY TRENDS IN SCIENCE

12. 12

13. 13

14. 14World economic forum report on jobs outlook for next 5 years

15. 15McKinsey & Company research on automation probability

16. 16
1. Self-service robots instead of PMs?
2. Is agile everywhere?
3. A fully remote project manager?
4. A new role?
5. A business without projects?
Research of Axelos on project management in 2030

17. 17A BUSINESS WITHOUT PROJECTS?
"Introducing you to GreyBox group, a company who builds SaaS solutions
for the construction industry. GreyBox have taken continual deliver so far
that they now longer class any of their work as a project and the idea of
having ‘project managers’ is a long distant memory for them.
Instead, all new ideas for product and business improvements are broken up
into micro sized tasks and channelled through a system that resembles a
sales pipeline or Kanban style task management style. The decision to
pursuit new ideas is simply guided by the company’s single objective, to
make empowering software for construction professionals."

18. 18A BUSINESS WITHOUT PROJECTS?

19. 20A NEW ROLE?
"Imagine a future where the mechanical and planning related tasks of project
management are now all commoditised and automated. The real value
brought to the business by project management professionals, is now
realized through the experience, ease of use and quality of engagement a
business has with a project.
The end-to-end delivery of the projects will be overseen by Project
Experience Managers, who specialize in being able to provide great visibility
of project work to key stakeholders. Project management tools will be
focused around engagement dashboards that analyze demonstrate the
engagement the business have had with a specific project task or manager.
The skills required to be successful in this project management roles, will be
far more focused on communication, relationship building and facilitation
and the more traditional planning and administrative skills will not hold
much value at all."

20. 21
PROJECT MANAGEMENT
2.0

21. 22
A TEMPORARY ENDEAVOR UNDERTAKEN
TO CREATE A UNIQUE PRODUCT, SERVICE
OR RESULT
(PMBOK 5TH EDITION)
PROJECT DEFINITION

22. 23TRIPLE CONSTRAINT

23. 24MULTIPLE PROJECT CONSTRAINT

24. 25
A COLLECTION
OF SUSTAINABLE
BUSINESS VALUE
SCHEDULED FOR REALIZATION
NEW PROJECT DEFINITION

25. 26
ACHIEVING THE DESIRED BUSINESS VALUE
WITHIN THE COMPETING CONSTRAINTS
PROJECT SUCCESS DEFINITION

26. 27PROJECT MANAGER’S DEEPER SPECIALIZATION

27. 28PROJECT GOVERNANCE
Sponsor
Project
Manager
Project
Manager
Project
governance
committee

28. 29PROJECT LIFECYCLE
0. Pre-initiation
1.Project incubation
2.Feasibility analysis
3.Benefits evaluation
4.Resource demand
analysis
5.Evaluation of
project success
potential
5. Post-Project
evaluation
1.Customer
satisfaction analysis
2.Retrospective &
lessons learned
implementation
actions
3.Benefit-tracking
4.Engagement

29. 31ESSENTIAL SKILLS FOR THE FUTURE

30. 32ESSENTIAL SKILLS FOR THE FUTURE

31. 33A FULLY REMOTE PROJECT MANAGER?
"Imagine being able to fully manage any project, from anywhere and at any
time.
You and your team can spread out across the globe working on projects that
are being delivered in locations you may have never even been to.
Technology and modern working practices allow you to plan, manage and
deliver projects from the comfort of your laptop or tablet effortlessly.
Technology such as augmented reality will also allow you to be fully present
in all our project meetings, daily stand ups and stakeholder presentations.
Wherever you are, you are as good as there in the room. Seamlessly
integrated SaaS applications mean that you work across a dozen different
projects, for dozen different businesses at one time, your tools are their
tools."

32. 34DО YOU SEE THE DISTANCE DYING?

33. 35

34. 36
PROJECT STATUS
REPORTING

35. 37
MONITORING AND
CONTROL
ONLINE

36. 38MONITORING AND CONTROL BOARD

37. 39

38. 40IMPORTANCE OF AGILE GROWS

39. 41
…organizations will see the benefit of project
practitioner expertise, and will trust experts to
advise and implement approaches that suit the
project type and context. This will see a mix of
methods tailored to the project rather than one
method to rule them all
IS AGILE EVERYWHERE?

40. 42
METHODOLOGY
PROJECT MANAGEMENT STANDARDS
FRAMEWORK

41. 43PROJECT MANAGER’S DEEPER SPECIALIZATION

42. 44FULL AUTOMATION?
"In 2030 automation has consumed the world of project management. There
have been huge leaps forward in real time data analytics and project
managers are no longer required to design or schedule any documentation
or schedules of work. Instead, they enter their project requirements into an
application, which instantly analysis the project objectives against all
available data it has to develop the perfect project plan.
These systems can utilize data such as staff holiday requests, skills and
experiences listed on staff professional development profiles and even
budgets and costings of similar projects over the years, in order to provide a
collection of recommended plans and activities for a successful project.
The role of the project manager is now simply gather requirements and make
decisions about which recommendations to follow. The planning and
analytical side of their role is now completely automated."

43. 45
Project
manager?
Fully
automated?

44. 47

45. 48TRANSPARENCY

46. 49
The key to being an effective PM manager is
mastering the art of being connected and using
the best technology tools to get the job done in a
collaborative way while working with a
distributed team
H. Kerzner, “Project management 2.0”

47. 50
The key to being an effective PM manager is
mastering the art of being connected and using
the best technology tools to get the job done in a
collaborative way while working with a
distributed team
H. Kerzner, “Project management 2.0”

48. 51
The key to being an effective PM manager is
mastering the art of being connected and using
the best technology tools to get the job done in a
collaborative way while working with a
distributed team
H. Kerzner, “Project management 2.0”

49. 52
The key to being an effective PM manager is
mastering the art of being connected and using
the best technology tools to get the job done in a
collaborative way while working with a
distributed team
H. Kerzner, “Project management 2.0”

50. 53
The key to being an effective PM manager is
mastering the art of being connected and using
the best technology tools to get the job done in a
collaborative way while working with a
distributed team
H. Kerzner, “Project management 2.0”

51. 54PROJECT CUSTOMIZATION ERA

52. 55SELF-DRIVING CARS? SUPER-INTELLIGENCE?
Голые тела, котят…

53. 56
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