Emerging Global Trends in Project Management Mal Smith PMP Project Management Institute, Canberra Chapter

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Keeping Members Abreast of the latest trends Personal and Professional Development - through Globally recognised credentials, supported by local Chapter advisors and study groups CAPM® – Certified Associate in Project Management PMP ® – Project Management Professional PgMP ® – Program Management Professional PMI-RMP ® – Certified Risk Management Professional PMI-CSP ® – Certified Scheduling Professional PMI-ACP – PMI Agile Certified Professional

Keeping Members Abreast Participation in global Communities of Practice

Keeping Members Abreast Support from a global professional organisation: Providing project management standards and benchmarking (PMBOK ® Guide, OPM3 ®); Building project management knowledge and expertise through research programs, surveys, white papers, and periodicals; Certification of education providers; PMI Academic Network A thorough system for attracting, employing and recognising the efforts of volunteers, including the PMI Leadership Institute.

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Emerging trends - a practitioner’s observations Project manager qualifications and soft skills Definition and quantifying of ‘Business Value’ and ‘Benefits Realisation’ The value of a PMO to deliver an organisation’s change program and grow organisational project management maturity The growth and acceptance of Agile The way we do business – leveraging technology

Project Manager Qualifications and Soft Skills Traditionally, the PM role was less defined – almost an afterthought Now, a greater emphasis on specific PM qualifications Greater focus on project manager soft skills: Stakeholder and Communication Management Skills Emotional Intelligence TRANSITIONAL vs TRANSACTIONAL Project Management

Business Value and Benefits Realisation Both Government and private sector executives now require business cases / concept briefs which quantify: The value of proceeding with the project, and The benefits realisation, and success criteria.

The Value of a Project Management Office (PMO) The Project / Program Management Office has taken on a far more defined role: Program and Portfolio Management Corporate Governance Owner and developer of PM policies and procedures Key player in organisational change Responsible for the organisation’s PM methodology and maturity

The Growth of AGILE Agile has developed into a mainstream PM framework Its use has expanded from software development projects to much wider applications It is now in use in both private sector and government Formal training in Agile is now available PMI have now implemented the PMI-ACP (Agile Certified Professional) qualification

Technology – The way we do things Project documentation – Soft copies, in a central repository, accessible to appropriate team members Collaboration – As above for documentation, but for meetings and communication also (video conferencing, document sharing) On-line communities of practice – access to resources, white papers, forums On-line training and webinars

  Like so many professions, the only constant into the future will be change Thank you.