The Future of Business Agility and Project Management
I believe that business agility is about to make a big breakthrough. Agile methods have been around since 2001, so IT leaders have over 15 years of experience with them and understand the basics well. Institutions like Berkeley , non-profit organizations like the SD Learning Consortium , and small consulting firms like Agile Business Management are showing increasing interest.
The change will mean that products will be given more importance than projects, people more than resources, and customer needs more than internal benchmarking. Small and medium-sized enterprises (SMEs) are the perfect breeding ground for agile ideas because they are less complex and have more room to grow. Although corporations such as Barclays , Ericson , and Riot Games are currently setting the tone, SMEs will probably soon overtake them in the implementation of agile principles.
I assume that the emerging changes will reach SMEs in the next three years.
The Future of Business Agility and Project Management
As a result, project management as we know it today will probably no longer exist in a few years.
Of course, Scrum Masters, PMPs and Six Sigma black belts don't need to look for a new career. After all, the upcoming changes in the economy are based on Agile . In certain industries, such as construction or the manufacturing sector in general, agile methods will hardly be fully implemented, and certainly not in production (although there is a growing body of literature on how agile methods can be adapted to each of these industries ).
Project managers will simply take on more and more program management tasks. Program management is often seen as the next step in a project management career (and that is not entirely untrue). Program management typically involves handling a large number of risky projects, something that, unlike individual, low-risk projects, is not easy to automate.
Such projects are often interdependent and often involve various internal and exte malaysia telegram data rnal teams. A high level of social skills is essential, especially since the program managers are usually also responsible for the careers of their team members.
Accordingly, Gartner assumes that soft skills, i.e. skills that are difficult to quantify, are essential in program management. In the article Critical Soft Skills Required to Be a Successful Program Manager (available only to Gartner clients), analysts Mbula Schoen and Jack Santos describe the four personality traits that can determine a successful career in program management.
Skills of Program Managers in Agile Companies
Some consequences of this transition from project to program management are already becoming apparent:
Project managers will no longer have to deal with simple, manual tasks . Sooner or later, artificial intelligence will track workloads, take over knowledge management, and automatically adjust initial estimates as new information becomes available.
Program managers will play an immense role within organizational structures in the future. They will move away from developers and towards the management level.
This makes the transition into program management more difficult. Expertise can be proven through certifications, but professional and life experience gained through failure, starting over, learning, moving on and growing, which qualifies you to make important decisions, will become increasingly important.