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Top 10 trends for 2015 that will impact Middle East project managers

BEIRUT | iloubnan.info, with agencies - January 20, 2015, 13h07
Like every year, ESI senior executives and subject matter experts unveiled top 10 project management trends for 2015 that managers in the Middle East should be aware of.
“2015 will be the year of the project manager,” said ESI Managing Director, Europe, Middle East and Africa, Alan Garvey . ESI International is a global leading project management training company.

“Savvy PMs will identify their opportunities for career growth and will position themselves to improve their competencies in some critical areas. Bettering interpersonal skills, learning the discipline of strategic execution, and becoming well versed in change management practices should be on every PM’s list of New Year's resolutions.”

The changes that are to impact the Project Managers (PMs) this year include more hybrid environments, an increasing demand for talent management, and a growing need to more closely align project outcomes with organisational strategy.

“It is a common, yet faulty practice to speak of strategy and execution independently,” said Garvey. “In the coming year the trend will move toward a stronger focus on managing the critical links connecting the two. Organisations will increasingly begin to view strategic execution as a core discipline.”

“The impact on project management is significant,” added Garvey. “Project managers, who used to just be accountable for delivering project outcomes, will now also be responsible for how those deliverables impact the business. This shift will require a finetuning of their skillsets. At the same time the PM’s role as a critical enabler of business strategy will emerge. It will be a positive development for project managers who can make that move.”

So, here are the top 10 trends.

1. Lofty expectations: PMs need to become adept at managing gaps between the constraints of cloud-based platforms and the business’ expectations.

2. Out-of-whack: Talent management within the PM community comes back into focus.

3. Fuel for the hybrid: As the pace of change continues to accelerate, hybrid project methods will become the norm.

4. Too little, too late: The ability to find and hire top PM talent is dwindling.

5. Bottom’s up: Organisations must build bottom-up processes to link project outcomes to organisational strategy.

6. Ignore them at your own peril: Project managers will continue to be ignored and not get the coaching and mentoring they are screaming for.

7. Run!: Project managers continue to sacrifice project transparency as they flee from conflict and avoid difficult conversations

8. Change is coming: The disciplines of change management and project management continue to merge as PMs become responsible for delivering project and business outcomes.

9. Knocking at the door: Project management and business strategy better align to the benefit of the organisation.

10. Culture shock: Organisational culture becomes a bigger consideration in risk management practices.
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#Business, #Projects
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