The Exciting Future of Project Management

The Exciting Future of Project Management

by | Nov 28, 2022 | General

Project management “is the application of tools, knowledge, processes, and competencies to ensure the successful completion of a project.” Projects are time-bound endeavors that seek to generate value through products, services, or outcomes that meet the project’s objectives and success parameters.

Project Management Institute (PMI) defines project management as “the use of specific knowledge, skills, tools, and techniques to deliver something of value to people.”

Project management is leading a team’s work to achieve all project goals within the constraints set. The primary rules are scope, time, and budget. The secondary task is to optimize the allocation of required inputs and apply them to achieve predefined goals.

Project managers are essential to a project’s success and are in high demand. They employ various skills and knowledge to engage and motivate others to achieve the project’s objectives. By 2027, employers will need 87.7 million individuals in project management-oriented roles as per the “Job Growth & Talent Gap 2017-2027” report.

“The Future of Project Management By Harold Kerzner, Ph.D., and J. LeRoy Ward International Institute for Learning (IIL)” article discusses four new principles to determine what types of project management training we believe are available to project managers in most of today’s successful business models.

Four Principles of Project Management Training

Four Principles of Project Management Training

  • First and most importantly, project management is now viewed as a business process in which project managers are expected to make business and project-related decisions.
  • Second, project management is no longer viewed as a collection of operational or tactical activities to produce a deliverable or outcome.
  • Third, project management is now a delivery system for achieving the desired business benefits and value.
  • Fourth, project management is no longer just another career option within a company.

As more and more digitization is growing, project management has never been as exciting as it is now. The overall trend is an increase in the need for project managers. Project management is no more a job that deals with Gantt charts and ticking off a checklist.

Project management has always been a great profession to be in. It allows one to work with people, deal with risks and conflicts, and the ability to manage the outcomes for the business. It always gives you a feeling of importance and provides the opportunity to take leadership to drive the business goals. It greatly enhances your soft skills and helps you work with people to improve their capabilities along the project.

Apart from this, a project management profession helps you develop yourself and constantly provides new challenges every day. As the business grows dynamically, newer challenges and opportunities are managed by the project managers of today’s times. It provides career progression in terms of becoming a project manager, program manager, portfolio manager, and so on.

Project Management Trends 

The project management industry rapidly evolves with the latest trends, tools, and technologies as the changes in trends in project management are dynamic and unavoidable. Therefore, understanding current project management trends will help us stay on top of the profession or business.

Project Management Trends 

Project Management Trends

Trend 1: Resource planning is becoming increasingly important.

Trend 2: Knowledge sharing is increasing.

Trend 3: Agile and hybrid methods are becoming more popular.

Trend 4: Working remotely and in hybrid work, such environments are here to stay.

Trend 5: Change management is becoming increasingly important.

Trend 6: The PMO is evolving into a more strategic organization.

Trend 7: Using project management tools is becoming easier.

In a post-pandemic world, employing top project managers is more important than ever. Remote working, upskilling, and the pandemic’s lingering effects will shape the future of project management.

Increasing Emphasis on Soft Skills

Traditionally, the value of project managers was determined by their certifications and ability to implement various methodologies. However, many organizations are shifting their emphasis to soft skills. This project management trend is understandable, as AI-powered solutions have advanced to the point where they can handle the more challenging technical aspects of project management.

The Future of Jobs Report 2020

The Future of Jobs Report 2020

The Future of Jobs Report 2020 states that “Critical thinking” and “Analysis” are the two top employers’ skills in the next five years. 40% of workers will require reskilling within six months or less. 94% of business leaders expect employees to pick up new skills.

Project managers must now focus on improving their soft skills in conflict resolution, stakeholder engagement, negotiation, mentoring and training, decision-making, and team building. Practicing these skills will enable project managers to add more value to their organization.

Predictions for the Future of Project Management

“Change is the only constant,” as the adage goes. Project teams are no longer smaller, and the projects are no longer more straightforward. It appears to be true in the project management industry. The project management landscape is rapidly changing with evolving technologies, tools, and the latest trends.

Unlike the olden days now, there are a lot of tools, techniques, and methods that project managers can adopt to make the job much easier and more effective. Three major factors that would impact are:

  1. The Dynamically changing technology landscape.
  2. Increasing organizational complexity with Remote & Hybrid Work.
  3. Sustainability/Ecological concerns.
Factors Impacting Future of Project Management

Factors Impacting Future of Project Management

1. The Dynamically changing Technology landscape

We will look at how the future of project management is evolving and exciting as the future holds concerning some of the changing technology components which are emerging.

a.) The growth of Artificial Intelligence (AI) and Automation

According to the Project Management Institute, 81 percent of professionals believe that AI impacts their organizations. Project managers are given a chance to focus their efforts and energy on tasks that will most significantly benefit their businesses. Automation can help project managers to effect more significant change and increase the chances of each project achieving its strategic goals.

By 2030, AI will have taken over 80 percent of the work of today’s PM discipline, including data collection, tracking, and reporting (Gartner, 2019).

PMI’s Pulse of the Profession report emphasizes the importance of data science skills, an innovative mindset, security and privacy knowledge, legal and regulatory compliance knowledge, the ability to make data-driven decisions, and collaborative leadership skills.

According to PwC’s ’22nd Annual Global CEO Survey, in the next five years, 85 percent of CEOs believe AI will significantly change how they do business. Even though it is still in its early stages of development, AI can be used in project management to reduce highly complex issues and play a significant role in their success.

In recent years, organizations have adopted AI on a larger scale to ensure successful project completion in a variety of ways, including:

  • Producing performance insights
  • Assisting in decision-making processes
  • Estimating and forecasting
  • Optimizing resource allocation
  • Making data visualization possible
  • Conducting risk analysis

AI with chatbots can even be integrated for project management reports and status on tasks. Also, the status can be updated from anywhere and anytime. It can help as an intelligent project assistant. Already products like PPM Express are working in this space. In construction and engineering space, AI can be used for monitoring sites and site inspection with the help of OpenCV, Drone cameras, etc. Large enterprises are using AI for intelligent resource deployments for projects.

b.) Rise in Data Analytics Focus for Data-Driven Project Management

Every day, organizations of all sizes generate massive amounts of data as it is only logical to use that data to notify decisions. Data analytics and reporting can assist project managers in identifying early signs of scope creep, calculating project progress rates, and other tasks.

AI-powered analytics provide a comprehensive picture of the entire organization and all projects. They provide granular visibility into activities and generate custom reports to assist project managers in visualizing data as required. With these tools, project managers can make informed decisions in real time rather than making gut-based decisions based on manually compiled reports.

c.) Advanced Project and Resource Management Tools 

According to a 2020 report from Wellingtone, 54 percent of organizations lack access to real-time KPIs for their projects, and more than a third spend more than a day collecting data. This result demonstrates that project management tools can no longer be overlooked. When combined with AI-based automation capabilities, project management software can positively change how organizations manage their projects, regardless of their complexity.

Project managers of the future cannot survive without digital skills. The learning and experience on these tools will help appropriately present data and enhance decision-making with stakeholders. Current project management tools have become digital. Collaboration is seamless. For making effective decision making, the project managers need to have a good hold on the areas like the following:

  • Data analysis, analytics, and management
  • Security and data protection
  • Legal and regulatory compliance
  • Online collaboration and leadership (JIRA, Confluence, etc.,)
  • Knowledge management (Sharepoint, Google Docs, etc., )
  • Data-driven decision making. (BI Tools – Power BI, Tableau, etc.,)

Here are some examples of how the appropriate software can make a significant difference in future project management:

  • Use historical project data to improve bids and plans for future projects.
  • View resource availability, skills, and other details to make resource allocation easier.
  • AI can automatically track all time spent on tasks and projects.
  • To stay on top of finances, quickly allocate and track budgets.
  • In real-time, capture all expenses with invoices for all projects.
  • Track all projects using customizable dashboards to make better quick decisions.
  • Maintain real-time communication with all stakeholders and team members about the project’s status, progress, and changes.

d.) Internet of Things:

The Internet of things is a network of electronic sensors and actuators that can help interact with each other and exchange data for numerical applications. We already see its application in the form of Alexa, Digital watches, Smart Vending Machines, and many more. The Internet of things can provide useful real-time data and help in various ways in project management. Assuming you are working on a team or sensitive project with technical and regulatory characteristics that need real-time data with a higher speed of reporting. IoT can help improve process control and also manage the explosion of valuable data on the project from sensors and devices. Project Managers can use these IoT technologies to reduce the workload in collecting data and streamline the reporting efforts.

e.) Digital Twins:

The Internet of things has been evolving, and it has been contributing to a lot of industries in terms of monitoring, real-time analytics, etc.; Projects involving Infrastructure, Construction, and industries would need a lot of physical presence. Digital twins can work with CAD and BIM (Building Information Modeling) data sets. Projects executed on these domains also call for ensuring the safety of the stakeholders involved in the project. In such scenarios, a digital twin can provide digital replicas of the physical objects or the location, which can encompass the project’s design and engineering aspects, which should help minimize travel/physical presence at the engineering sites. This action would also greatly enhance the better visibility of the sites in digital means for faster and more responsive actions on the project, yet contributing to sustainability via fewer carbon footprints. Digital twins provide intuitive visuals of the project situation with context and help to make decisions faster.

2. Increasing organization complexity with Remote & Hybrid Work

Remote working was already popular, but it has skyrocketed to unprecedented levels in recent years. While the global pandemic forced organizations to allow employees to telecommute due to safety concerns, remote work tends to continue for the foreseeable future. This aspect presents some intriguing challenges to project managers. According to Forbes, up to 97 percent of employees are unwilling to return to their offices full-time.

There have been renewed efforts in the post-pandemic era that many organizations have begun to experiment with a hybrid approach that combines elements from two or more methodologies. It is no longer just about agile, scrum, or lean but about combining specific attributes for increased flexibility in driving project success. This approach has enabled organizations to develop distinctive approaches to particular industries and projects.

The hybrid concept extends to the development of project team structures. The Capterra report states that 37% of teams are cross-functional and led by a dedicated PM. Cross-functional teams can share their department’s best practices for the project team to decide whether they want to incorporate them into their processes.

Hybrid project management is evolving. Projects are complex with a mix of technology, domain, people, process, and tools. Many organizations are not even ready for such a change to adapt themselves. Based on recent research by IPMA(International Project Management Association), only 47% of organizations are using agile approaches. Situations like the COVID-19 Ukraine-Russia conflict are making the environment more uncertain. Geopolitical situations can put countries and global projects at risk, increasing the challenges for project managers to be dynamic and responsive.

The project managers have to address problems like the following, which could be exciting and challenging:

a) More collaboration with contractors and suppliers

b) Higher staff turnover

c) Stakeholders having competing demands and expectations

d) Need for decisions taken faster

e) Increasing complexity in regulations and governance

Due to the inherent nature of dynamic technological changes, there is a need to manage constant training/coaching for the project members involved. This context keeps the project manager and project executives current and on the learning curve. In the future, project managers will be successful if they break the typical corporate mindset. They will be the ones who work with a hybrid approach and mindset. The term “hybrid” refers to the ability of the Project Manager to take an adaptive approach to the multiple roles and provide value with cross-functional/diverse teams.

Though technology plays a central role in project management, the project managers are expected to have great levels of emotional intelligence to manage the project members. The Project Manager needs to maneuver through social skills and empathy. This move would greatly contribute to the productivity and quality of the projects.

3. Sustainability / Ecological concerns

Project managers have to become socially responsible in alignment with the organizational culture, structure, and processes, starting with environmental analysis as per the PMBOK Guide. It would be exciting for the project managers to contribute to sustainability by adding the sustainability objectives to the project charter apart from the financial business case. This action might call for additional training on aspects like sustainability LCA(Life Cycle Assessments).

From sourcing to day-to-day operations in the project, the project manager needs to consider minimizing the carbon footprint, and it’s no more a thing specific to governments. Sustainability involves balancing different concerns:

  • Environment, such as climate change
  • Society, such as community
  • Economy, such as affordability
  • Administration, such as health and safety

When these four elements are considered, we can build sustainability into projects. (Reference: APM Body of knowledge 7th Edition)

Four Elements of Sustainability

Four Elements of Sustainability

Project managers need comprehensive risk management when it also calls for transparent project communication. Especially when it comes to a project with a high level of material handling, sustainability aspects in terms of procurement from the right suppliers, verification of the sources, material origin, quality of the material, etc., would come into context. Project managers must look from all the above perspectives to make sustainable project management a reality.

Conclusion

The project management profession has come into an exciting phase as it’s more challenging and has more tools to make it easier. Only with an appropriate level of training on the tools and adoption of emerging trends would project managers be able to sustain it. The project managers’ skills move in the direction of having focus, multi-skill leadership, emotional intelligence, change management, and negotiation skills. Achieving certifications would be to have an aspect to prove your credentials and have a structured approach to your thought process complementing your experience and skills in these areas outlined in this article.

Understanding current project management trends and predicting the future of project management is critical for staying on top of the profession. Considering the predictions, the future looks bright for those who can adapt to changing trends by expanding their knowledge of new tools and techniques and pursuing accreditation for project management in their specific industries.

Feel free to check out my discussion on this topic with Thomas Walenta in YouTube

You can subscribe and follow my podcasts and interviews with Project Management Experts on YouTube at https://bit.ly/2NDY8wd

You can subscribe to vCare Project Management YouTube Channel to catch future videos of our certification Q&A series and student success stories using the link https://bit.ly/2YF0wJl

For any questions related to Project Management career, training, and certifications, you can book an obligation free 15 minutes session with me by visiting talktodharam.com 

Bridging the PMO Gap – Today & Tomorrow

Bridging the PMO Gap – Today & Tomorrow

by | Oct 10, 2022 | General

A Project Management Office (PMO) is a group or department within an organization that defines and maintains project management standards. It provides project management guidelines and standards. In addition, it aids in developing measurable objectives that align with the organization’s overall vision and ensure that all targets are met. PMO will also be referred to as a program or project portfolio management office, depending on the project/program/portfolio.

The Project/Program/Portfolio office has undergone a paradigm shift during this COVID-19. This shift has also paved the way for innovative ways of its operations and leads us to the question of revisiting gaps PMOs have from the context between where we are today and how the future holds for the PMO. Project managers/portfolio managers need to embrace today’s PMO situation and be ready for transformation in the days ahead. There could be challenges and opportunities that need prioritizing. This article helps to envisage the gaps between PMOs of today and PMOs of the future.

PMO Types

PMOs are based on their degree of control and influence on projects. Of the many types, there are three distinct types of PMO.

3 Distinct Types of PMO

3 Distinct Types of PMO

  1. Supportive: A supportive PMO gathers all of an organization’s projects and provides best practices, templates, and training but with limited control.
  2. Controlling: A controlling PMO ensures that project management tools, processes, and standards are implemented in a controlled manner.
  3. Directive: Within the organization, a directive PMO maintains a high level of control over the project management process.

In 2020 according to the Wellingtone Survey, 89% of organizations reported having at least one PMO. 

Role of PMO

Project Office was the term used for aircraft development in the 1930s by the U.S. Air Corps. PMO has been widely adopted since the 1980s when it was first adopted in Construction and IT and slowly adopted in other sectors. It added value and efficiency to the projects and programs through better management. PMO was considered a central administrative office responsible for setting up standard project management methodologies, processes, guidelines, and templates for project teams.

Besides that, PMO extended the arms in training the teams involved in a project about project management practices. Essentially, they imparted knowledge on appropriate project management practices, which helped team members be on the same page on project management practices. They maintained and tracked the lessons learned risks, and project progress, integrated the data between projects, helped share common resources across projects, and ensured project alignment to the business’s strategic objectives. They have been acting more like a center of excellence for Project Management.

Steps to be taken when developing a PMO strategy

  • Clarify your company’s goals, vision, and mission.
  • Take note of the resources required for a successful operation.
  • Choose the best mode of communication.
  • Create a system for tracking progress.
  • Create a process for resolving conflicts and overcoming project bottlenecks.
Steps to be taken when developing a PMO strategy

Steps to be taken when developing a PMO strategy

Situation today

In the White Paper: The Future of PMO by Aled Laugharne, Chaucer, states that:

  • PMOs operating in the “traditional” way continue to meet stakeholder expectations in around 80% of cases and are considered critical to the program’s success.
  • Governance, reporting, planning, and exceptions are all areas where PMOs excel.
  • At present, achieving Level 2 – Foundational is sufficient to meet key stakeholder expectations. However, moving to Level 3 – Advanced increases the likelihood of PMOs being marked as “exceeding.”
  • Although employers entirely staff some PMOs, consultants and contractors continue to play an important role in PMOs.
  • The wider program community is typically less satisfied with PMO performance than key stakeholders who sit centrally.
  • In general, there is a 50:50 split between PMOs that believe they need to prioritize improvement and those that want to maintain the status quo or have other program priorities.

Current Potential positive and negative impacts of PMO

The Covid-19 pandemic was the primary driver under External Impacts. However, the consequences of the current crisis appear destined to shape the future of PMO. The following are examples of potential positive and negative consequences:

  • Cost-cutting in pandemic-affected industries has resulted in a shift in PMO resourcing to internal staff.
  • Change and transformation occur due to the pandemic’s response, increasing the demand for PMO, such as in the Life Sciences industry.
  • As a result of virtual working, the need for online collaboration tooling for PMOs is growing.
  • With co-location in the country no longer required, virtual working increases global competition for PMO services.
  • The rise of Agile PMOs is designed to respond quickly to changing external conditions.

Organizations have started looking to PMOs to optimize the management of increased projects. PMO is responsible for managing delays, cost overruns, quality, and style of the project management practices. Also, they have been involved in resource utilization and accountable for cost-overruns in the projects. It is no more just an administration or supportive role but has become pivotal in strategic and tactical operations across projects.

Today’s PMO in large organizations has an influential role to play. More than being supportive, it has become directive and controlling for compliance and alignment towards organizational objectives. In some organizations, PMOs operate at Strategic Business Unit level or Vertical in alignment with specific sectors with a key focus on Planning, Support, Monitoring, and control functions.

PMO office is involved in providing consistent templates, resources, and tools consistent across projects. Provides an integrated project management capability across the projects and facilitates collaboration in cross-department aspects to align and meet strategic business goals. The tools used and recommended by the PMO are based on Technology, Ease of adoption, price benefit, and ability to scale. Their results directly reflect upon the organization’s operational and resource challenges. Today’s PMO organization helps in who will use the tool, which will maximize benefit, impact on the PMO process, how readiness in terms of adoption, etc.,

Not to mention the problems of meeting deadlines, cost, scope, and quality. There are other areas where PMOs have to evolve; we will discuss some challenges faced by today’s PMOs.

Challenges faced by today's PMOs

Challenges faced by today’s PMOs

Communication: As an organization has become more digital, the information required by different stakeholders and different levels requires varied contexts. Communication gaps still affect the sponsors or stakeholders due to the availability of information to act on time with the right context. As businesses are so quick to change and environment is dynamic, and priorities change frequently, the PMO must align and adapt quickly.

Compliance in global business: Organizations are no more local. Small or big organizations are starting to have global access thanks to digital. Compliance with organization standards or government regulations when operated across multiple countries. Non-Compliance could turn out to be very costly. Varied and fast changes in procedures/processes would be an additional burden in implementation. Also, cultural factors/time zones would matter when the PMO office is central and not decentralized.

Training, Coaching, and Mentoring: PMOs have to do different things apart from typical training methodologies with project managers/portfolio managers and project associates. When the domain changes, Project managers struggle to cope with these situations. PMO has to help the project manager with an appropriate strategy of training. Ability to track with leading indicators of the training rather than measuring the lagging metrics.

Agile: Large enterprises and organizations are already adopting agile. Requirements are evolving, and project managers don’t have the luxury of having absolute clarity. Yet PMO needs to help the project teams to bring clarity amidst ambiguity, managing assumptions, the definition of done, prioritization, etc. The problem-solving methods have to be made simple and deliver faster decision-making.

Resource Management: Minimizing resource waste is a key function for PMOs, and nowadays, organizations have sustainability goals that will naturally transpire to the PMOs along with project goals. Better planning and coordination are required apart from minimizing risks and managing unforeseen circumstances like COVID. For example, there was a sudden spike for Laptops for resources who are expected to work from home on projects.

Infrastructure, Tools, and Methods: PMO office teams need the right infrastructure in terms of Data, Compute, and more to process data effectively. Current PMO is empowered with tools, predominantly BI and Excel. In the given context of speed of data growth, those tools may not be sufficient. Stronger tools may be required for predictive analytics. Also, the methods are evolving, and the means to collaborate effectively must happen through effective training and other means.

The PMO is evolving into a more strategic role

PMO might focus more on canceling weaker projects. A well-planned project cancellation will free up staff for higher-priority projects. In addition, it makes sense to detect failure early and take appropriate action before the damage worsens. This action contributes to the future cultural shift required for successful project failure.

What holds the future for Tomorrow’s PMO?

What holds the future for Tomorrow's PMO

What holds the future for Tomorrow’s PMO

PMO will hold the forte of what matters for the business. They will own the projects and drive results for the organization. In a world where business and IT are more intertwined, the Role of PMO will act as a glue that bonds them together well. PMO will no longer be a support function but will be infused into the business as a core strategy. They will demand that X is needed for Y to be achieved, and this will drive the business objectives and momentum.

Embrace Agile: It has been more than 20+ years since the agile manifesto was released, and the PMO will be more flexible than ever. Organizations are adopting Agile Pods (Product Oriented Delivery) which are a group of small self-organized people with varied skills focused on bringing on the results in development. PMOs will work through this pod and manage the resource pool dynamically based on the project demands with cross-functional awareness. Adopting agile methods by PMOs will result in faster delivery timelines and a more collaborative approach to satisfy stakeholders from a 360-degree perspective. This kind of approach will create a more adaptable PMO function that can be reused and adapted as the PMO function expands its horizons.

Automation: Leverage automation to enhance the speed of delivery. PMOs must identify opportunities for improvement on routine tasks that can be automated. Focus on automating report generation and automation. We need to use the means of notification based on the criticality of the issues to the respective stakeholders. Leverage AI and bots to respond to common queries on the PMO through manual means at enterprise levels. Leveraging automation and AI would help free up critical time for the PMO office to focus on the organization’s strategic goals, act as an enabler to focus on project blockers, and help mobilize resources to resolve bottlenecks in critical paths.

Going Hybrid: By leveraging the tools which can help collaborate better, all the project-related tasks, resources, and people are brought to one place. Teams with varied skills, styles, and different views work together irrespective of place to bring more stability, engagement, and efficiency. Flexible work schedules would also help attract talent and broaden the options which are boundaryless. This freedom also allows the PMO to explore all the options in engaging or onboarding resources required for bringing good results.

Data & Insights: The ability to gain insights from the data is the trend as the data volume is moving from GB to TB. There are heterogeneous data sources beyond organizations that are more external and are to be analyzed through API and SDKs with other systems for meaningful inferences. Data getting converted information and the PMOs responsibility to forecast and identify risks with the knowledge gained through insights will be crucial for the organization. Information insights have to be obtained in less time to act upon it. Integration of communication channels and making it more flexible on push/pull gives the right balance to act upon the information.

Emotional Intelligence: Projects are made of people. People are dealt with emotions daily. Beyond cost, quality and scope, the project managers have to manage the people’s vital resources in the project with care in the times of higher attrition. Striking balance between the millennials and their expectations is crucial, which can be managed through appropriate emotional intelligence management. Managing it would result in handling pressure, making better decisions, strong relationships, and positively impacting the work environment.

Although stakeholders are generally satisfied with current PMO performance, there is a sense that PMOs will need to do the following in the coming years:

  • Increase their role in strategic elements of a program, transformation, or organization while decreasing the time spent on transactional processing.
  • Increase your tooling and automation, which will allow you to de-scale and facilitate remote working in the “new normal.”
  • Organize themselves to quickly “spin up” to support transformations and change the PMO approach as needed.
  • Play a bigger role in fusing the “traditional” PMO approach with Agile working methods.
  • When establishing and changing the PMO approach, prioritize stakeholder engagement, especially for the larger stakeholder community, and plan specific change activities.

Evolution of PMO – Today & Tomorrow

The PMO’s role might keep changing, but the concept of bridging the gap between today and future PMOs is learning from failures.

  • PMOs lose sight of the strategy and become mired in tactical or administrative tasks.
  • PMOs maintain a project portfolio that contains gaps, overlaps, and other waste.
  • PMOs add processes rather than simplifying or eliminating them.
  • PMOs believe that tools will solve all of their problems – or that the flashiest tools will solve all of their problems.
  • Even when they provide value, PMOs fail to communicate it.
  • PMOs waste too much time on meaningless – or bad – reporting.
  • PMOs do not track what is essential or hold people accountable.
  • PMOs do not optimize or provide transparency into resource utilization.
  • PMOs behave more like police officers than aid workers.
  • PMOs either cannot find their place in an agile world or resist it.

As per PMI research, more than 55 percent of PMO directors say the charter for their PMO has changed in the past five years as the impact of technology on PMO is dynamic. The PMO, as part of the organization, is affected by this disruption without exception.

Some examples of the technology used in PMO and its impacts:

  1. Cloud – 66%
  2. Digitalization – 54%
  3. Artificial Intelligence (AI) – 25%
  4. Internet of Things (IoT) – 24%
  5. Blockchain – 11%

Conclusion

Transformational PMO needs to learn quickly and must embrace digital disruption. The experts in the domain of PMO have to implement their tools wisely. A new generation of PMOs will be strategic enablers, bridging the gap between a company’s vision and how that vision comes to life. Future PMOs could be virtual or Hybrid. If you are setting up your PMO today, consider all the technical and digital options available on the cloud to use it best. These options would help manage Strategic, Tactical, and operational levels. Include that in your budget. This budgeting would also bring on Collaboration and Transparency. The high use of PPM-Portfolio/Program Management Tools would be crucial for larger organizations. PMO is no more an organization of assigning tasks and monitoring them; it’s well beyond boundaries.

Feel free to check out my discussion on this topic with Thomas Walenta in YouTube.

You can subscribe and follow my podcasts and interviews with Project Management Experts on YouTube at https://bit.ly/2NDY8wd

You can subscribe to vCare Project Management YouTube Channel to catch future videos of our certification Q&A series and student success stories using the link https://bit.ly/2YF0wJl

For any questions related to Project Management career, training, and certifications, you can book an obligation free 15 minutes session with me by visiting talktodharam.com