Ten trends for 2009

2009 is going to see a change in the way project are run, according to ESI International.  “In 2009, more than any time in recent history, empowering people with the right skills, knowledge and tools to pick the right projects, ensure support for change and effectively track progress for smart governance will be key to project success,” says J. LeRoy Ward, PMP, PgMP, Executive Vice President, ESI International.

So, without further ado, these are the shifts we’ll be seeing this year:

1. Making an environment for change
   75% of all change programmes fail because of a lack of employee support.  Today’s economy will force organizations to confront the important roles middle managers play in the success of change efforts. Middle managers’ roles will shift from being the messenger of directives ‘from above’ to creating a positive environment to enable change, accountability and ownership of change initiatives, achieving the full benefits of change and ensuring return on investment.
2. Skills for managing virtual teams
   The role of virtual teams will grow, along with the demand for the skill sets to manage them, like being able to manage cross-border teams. Powerful communication, key management strategies and new rules of engagement will be required to manage virtual teams through change and budget difficulties.
3. Sharper distinctions between project and programme management
   This year will see an increase in the understanding of the differences between projects and programmes and the utilization of strategies to boost programme managers’ effectiveness and increase programme success: and not just through using the same methods as their organizations currently use to manage projects.
4. Involvement in communities of practice
   The number and importance of project management communities of practice, like the ICPM and Gantthead, will increase significantly in 2009. These informal communities, like the conversations formed through this blog, will be highly prized for the lack of bureaucracy that increase the sharing and use of best practices, enabling increased dialogue to overcome challenges and growing future leaders.
5. Better appreciation of the Project Management Office
   Although the project management office has gained wide acceptance, it still needs buy-in at the senior executive level. 2009 will build on developments from last year and we will see an increase in the importance of quantifying the PMO’s value and how to present that data to senior management to ensure funding in what promises to be highly competitive arena for organizational resources.
6. Back to basics
   More than any year in recent history, 2009 will be a critical year for ensuring project success.  Project managers will increase their emphasis on the basics, taking a first-things-first approach and address fundamentals such as gaining and sustaining executive commitment, addressing gaps in the alignment of organizational strategy and projects, project selection, and efficient measurement process while leveraging existing resources to increase project success.
7. Demand driven resource management
   We are already seeing the impact of the economy on the recruitment situation.  The adoption of Demand Driven Resource Management will increase significantly in 2009. It’s a way of essential cost containment which will lead to greater organizational performance and efficiency.
8. Improved requirements metrics
   The economic need to accurately assess and evaluate the organizational and cost impact of project requirements will bring a greater role for business analysis.  We need to have quality metrics that we can use to assess the economic, performance and feasibility value of each project, and project component.
9. People before technology
   Any good project manager will know that this has always been the case, but this year organizations will want to ensure that technology investments deliver enhanced performance. This will result in greater recognition of the critical role people play, leading to increased recognition that employees need the right skills and knowledge before applying processes for consistency and adding technology to deliver increased efficiencies.
10. Changing the way we manage risk
    In 2009, many organizations will leave behind the ‘one number’ method for project outcomes and embrace a quantifiable range of potential results on which to base decisions.  Leadership in risk management will recognize that the best governance hinges on the availability of quality information at the project level.

Have you noticed any of these trends affecting your projects yet?

Related posts:

1. Virtual Teams: Key Success Factors – Part 1
2. The Successful Project Management Office
3. The Benefits of KM
4. Technology as a Change Agent
5. Virtual Teams: Key Success Factors – Part 2