For 2010, expect to see both old and new project management tactics in the industry. Best practices have been identified and inefficient practices discarded. The world is set to see more efficient and effective processes both within business organisations and outside of it. Here, we will talk about the key ingredient that will define project management for 2010’s: metrics. A group of global experts assembled indentified several trends:
An Increase on Requirements Metrics Performance Measurement
Business analysis, like before, will have a big role for requirements management and development. But greater focus on this may be seen this year. There will also be an increase on RMD reliance, which determines metrics tailing on project performance and helps quantifying management organisational performance improvements.
Project Value and Program Governance
Both project and program handling will have to be embraced from executive management to the project managers, to guarantee an improvement in organisational performance. Performance will be increased by ensuring portfolio, programs and projects work hand-in-hand with organisational resources and objectives.
Eyes on Risk Management
There is a lot of attention being given to financial risk management these days. This wariness will move to other aspects of enterprise where risk assessment is a key ingredient of performance growth. As a result, project management risk assessment will be emphasised on both the program and portfolio level. In 2010, it is expected that organisations will have a more thorough risk assessment that separates systematic from non-systematic risks.
PM Learning Measurement
In 2009, several major organisations put their bet on project management, to outrun their competition. These optimists utilized programs based on pre-conceived notional assessments that had changed leaning program designs, followed by ways of assessing progress and demonstrating performance improvement. Expect that in 2010, an unparalleled increase in the use of assessments to accurately focus on PM learning needs, track progress and identification of the ROI senior management is going to be a critical investment.
PM Learning
Organisations will find ways to use recent technological advances that aid in adult learning to improve hired employees, at the same time improve PM learning retention rates. This will be materialised by using “burst” learning as they call it. This focuses on certain skills for hours, on-demand reference tools, electronic performance systems, job-aids and increase in formal coaching.
Indeed, project managers should brace ahead for new requirements that are brought about for the changing trends. The practices we see in 2010 will hopefully lead to better results.
