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As project managers we want our team members to have a commitment to deadlines, be optimistic about their work, stay focused on the goal, have a competitive mindset, stick to the budget, and please clients and management, don’t we? And yet they could be disastrous, writes J LeRoy Ward.
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Armed with savvy change agents, smart organisations leverage their project managers’ skills to manage the inevitable shifts in the business landscape. IT change agents need to call on their other essential business skills: business savvy, communications, critical thinking, financial know-how and even coaching and mentoring.
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Business analysts will need to take a three-dimensional approach to fully capture requirements, which organisations recognise as the foundation of successful project and contract delivery. This could see the emergence of a hybrid business analyst/project manager, writes Glenn R Brûlé.
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ESI International’s Ravi Sahi delves into best practice business transformation for government projects using a portfolio approach and key enterprise architecture.
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There is no such thing as project success without happy stakeholders. There is no such thing as performance without a functioning team. There are no projects without people.
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According to global project management training organisation ESI International, we can expect collaboration between teams, stakeholders and executives to gain importance as complexity grows. Project management in 2012 will also see growth in on-the-job training, custom project management approaches, innovative project tools and smarter resource management.
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