Project Management Future Archives

55 Years of Purpose: Reflecting on Project Leadership, Mentorship, and the Road Ahead

by DharamCW | Jun 20, 2025 | Leadership in Project Management, Portfolio Management, Program Management, Project Management, Project-Program-Portfolio Management Knowledge

Turning 55 makes me reflect on a journey built not just on time, but on projects, people, and a purpose that has guided me throughout. From a hands-on practitioner to a worldwide mentor directing professionals in navigating their paths in project leadership, this has been a learning-based journey for me.

“A leader is one who knows the way goes the way and shows the way.” – John C. Maxwell

Dharam Singh reflects on turning 55 – A journey of purpose, people, and project leadership

“Turning 55 reminds me—great leadership is about knowing the way, going the way, and showing the way.”

As the field of project management is evolving rapidly, bringing both complex challenges and exciting opportunities. Professionals often begin their journey with foundational credentials such as CAPM®, PMI Project Management Ready™, and PMI Kickoff™, which provide a solid base for advanced certifications like PMP®. As they grow in expertise and responsibility, many pursue specialized credentials such as PgMP® for program management and PfMP® for strategic portfolio management, emphasizing leadership, strategic thinking, and technical proficiency.

To further strengthen capabilities in PMO management and organizational alignment, PMI has recently launched the PMO Certified Professional (PMOCP)™. Collectively, these certifications offer a structured pathway for developing resilient, future-ready leaders equipped to navigate today’s dynamic project landscape.

Reflecting at 55: A Journey Built on Projects, People, and Purpose

I still find myself thinking about some basic concerns even after all these years of project, program, and portfolio management experience. These are not merely questions; rather, they are reflective thoughts that help me stay grounded, receptive to ongoing learning, and in line with the dynamic nature of our line of work. They remind us that no matter how far we’ve come, growth is an ongoing process. These important questions keep coming to mind:

1. How do I stay truly relevant in today’s fast-changing project world?

2. What really makes a mentor different from a practitioner in project leadership?

3. Can a career build on purpose last longer than one focused only on results?

4. What kind of mind-set does someone need to succeed in earning PgMP® or PfMP® certification?

5. How do I keep growing when the industry, tools, and expectations are always evolving?

At 55, Dharam Singh shares timeless reflections on leadership, purpose, and growth in the world of projects, programs, and portfolios.

At 55, Dharam Singh reflects on the timeless questions that continue to shape great project leaders and mentors.

These questions shape the way I lead and mentor. They influence how I train, how I support aspirants, and how I walk alongside them on their certification journey. I believe these are not just personal reflections, but essential questions that every committed project leader must explore as they progress in their professional path.

From Practitioner to Global Mentor: My Evolution in Project Leadership

When I started my journey in project management, my focus was on project delivery. I concentrated on meeting deadlines, achieving goals, and satisfying stakeholders. Over time, as I led diverse teams and handled complex programs across sectors, my perspective began to shift. I started to value the power of strategic alignment and the human side of leadership. One of my most meaningful moments came when a former trainee told me that earning their PgMP® changed their entire career path. That made me realize mentorship was not just support, it was impact.

Becoming a global mentor was never part of a grand plan. It happened as I shared lessons, simplified complex concepts, and helped others unlock their potential. Today, I guide aspirants not only through certification paths but through mind-set transformation. I remind them that leadership is not about control, but about clarity, consistency, and contributing to the growth of others.

PgMP® and PfMP®: More Relevant Than Ever in Today’s Project Economy

Certifications like PgMP® and PfMP® have become increasingly important in today’s dynamic project environment. They not only validate advanced project leadership but also represent a professional’s commitment to driving impactful change in an innovation-driven world. These certifications empower professionals with strategic thinking, cross-functional leadership, and the ability to deliver results aligned with organizational goals.

PgMP® – Program Management Professional

The PgMP® credential is tailored for professionals managing multiple, related projects and achieving strategic objectives. It reflects leadership at a higher level, beyond individual project delivery.

Key aspects are:

• It focuses on managing complex programs and aligning them with strategic goals.

• It emphasizes benefits realization and stakeholder alignment.

• PgMP® is ideal for experienced project managers ready to scale up to program leadership.

Global Impact of vCare Project Management in PgMP® certification are:

1. North America

• United States: 11.2%

• Canada: 9.7%

• Mexico: 12.0%

2. Asia & Middle East

• India: 14.5%

• Saudi Arabia: 5.5%

• United Arab Emirates: 13.4%

• Singapore: 14.3%

• Malaysia: 26.0%

• Kuwait: 7.7%

3. Oceania

• Australia: 35.0%

• New Zealand: 35.0%

4. Europe

• Germany: 13.75%

• Italy: 17.2%

Dharam Singh mentoring project professionals globally through PgMP and PfMP guidance

From practitioner to global mentor—Dharam Singh reflects on a leadership journey rooted in purpose and impact.

PfMP® – Portfolio Management Professional

The PfMP® credential is designed for senior professionals who manage portfolios of programs and projects aligned with strategic business objectives.

Key Highlights:

• It focuses on portfolio strategy, governance, performance, and risk management.

• It equips leaders to prioritize initiatives and optimize investments.

• It is ideal for executives and portfolio managers driving organizational value.

Global Impact of vCare Project Management in PfMP®:

1. North America

• United States: 10.0%

• Canada: 12.0%

2. Asia & Middle East

• Saudi Arabia: 3.4%

• India: 6.0%

• United Arab Emirates: 8.8%

• Qatar: 23.8%

• China, mainland: 1.5%

3. Oceania

• Australia: 50.0%

• New Zealand: 66.6%

4. Europe

• Germany: 18.8%

• Greece: 33.3%

PfMP Credential Overview and vCare’s Global Portfolio Management Impact

PfMP equips senior professionals to align portfolios with strategy and drive high-impact results—see how vCare supports global leaders in this mission.

These vCare contribution percentages clearly highlight the organization’s strong global presence and its impactful role in shaping certified leaders across continents.

According to the PMI Registry, the global certification landscape shows that China has approximately 2580+ PgMP’s and the United States has approximately 1500+ PgMP’s and these are the top two countries in the world for PgMP® certifications, reflecting their deep investment in advanced program management capabilities. When it comes to PfMP®, the The United States continues to lead globally with approximately 574+ PfMPs, while Saudi Arabia, now in second place with around 564+, is rapidly closing the gap in its push to become the global leader in strategic portfolio management.

Against this global backdrop, vCare’s consistent mentoring excellence continues to empower professionals to not only earn these elite credentials but to lead with clarity, confidence, and purpose.

The Certification Mindset: Forging Resilient, Strategic Leaders for a Complex World

PgMP® and PfMP® certificates can change the way professionals think, which helps them lead with foresight, deal with complexity, and make sure that projects are in line with the goals of the organisation. This way of thinking promotes learning for life, self-control, and being open to change. It also helps people become stronger, by teaching them how to deal with uncertainty, stay focused, and think critically. Certified leaders are renowned for their expertise and the way they use it in a world where things are always evolving, breakdown, and generating new concepts. You must think like this if you want to be a successful leader and remain relevant for a long time.

AI in Project Management: Disruptor, Enabler, or Strategic Partner?

AI is transforming the project management environment across various sectors, with experts unsure whether it is a strategic partner, enabler, or disruptor. However, when approached with knowledge and preparedness, AI becomes a strong facilitator, automating operations, boosting risk management, and streamlining resource planning. This allows project managers to focus on higher-value work, such as strategic decision-making, innovation, and stakeholder engagement.

AI makes consistent decision-making easier, implementation faster, and reduces complexity. Real-time data insights help teams work more efficiently and adapt quickly. Incorporating AI tools into daily project processes is essential for modern project ecosystems, reducing manual errors, improving accuracy, and ensuring on-time delivery.

AI can handle and analyze large amounts of data, but ethical supervision, context, and direction still rely on human leadership. Merging artificial intelligence with human insight leads to better outcomes, imagination, and strong project plans. Project managers must appreciate the possibilities of AI and use it appropriately, as those who see AI as an enabler of smarter, more agile project management rather than a threat will be ideally positioned to lead the next generation of high-performing, technology-driven projects.

Staying Human in the Age of AI: Essential Practices for Project Leaders

The role of a project leader, in my opinion, becomes even more human-centric as AI continues to change the field of project management. I adhere to the following crucial procedures and advise others who want to lead successfully in this AI-driven age:

1. Stress the importance of emotional intelligence and empathy – Make a human connection with your teammates. The emotional depth needed to inspire and establish trust cannot be replaced by technology.

2. Pay attention to stakeholder communication – Leaders need to manage relationships while AI handles data. Communication that is honest, transparent, and compassionate is still essential.

3. Combine judgement and data – Utilise AI-generated insights, but always use human judgement to understand long-term effects, context, and values.

4. Establish a culture of education – Teams should be encouraged to remain inquisitive and receptive to advancements in technology and people.

5. Encourage morality and diversity – Make sure AI-powered decisions are impartial, open, and consistent with moral principles.

6. Set a good example – Exhibit resilience, humility, and flexibility. More than any algorithm, these human qualities motivate teams.

Project Leader Guiding Teams with Empathy and Ethics in the Age of AI

AI is reshaping project management, but empathy, ethics, and human judgement are what set great leaders apart.

The goal of remaining human is not to oppose AI. It involves balancing it with the enduring principles of leadership – vision, integrity, and compassion.

How PMI’s PMO Certification (PMOCP) Is Shaping the Future of Project Management Offices

I consider the PMI-PMOCP™ to be a strategic and timely development for PMO professionals. By coordinating project execution with overarching business objectives, the PMI PMOCP™ certification aims to identify and enable strategic PMO leadership. It emphasises practical, real-world skills like influence, agility, governance, and stakeholder engagement, all of which are critical in today’s changing environments.

By equipping professionals to lead significant organisational change rather than merely concentrating on status updates, it also fills important skill gaps in today’s PMOs. I gave a thorough rundown of the exam structure, application procedure, and efficient study methods in our most recent vCare webinar.

Having the PMOCP™ certification improves one’s reputation internationally and opens doors in various sectors and geographical areas. This certificate helps professionals land important roles and make strategic contributions to their organisations, whether they are creating a new PMO or expanding an existing one.

vCare Project Management is hosting a special webinar on the PMI-PMOCP™. The session features Kim Marcelliano, Senior Product Manager at PMI. She will share strategic insights on the credential’s relevance and target audience, while I will explain the exam structure, application process, and preparation tips. With their combined expertise, the webinar offers a clear path to PMO certification success. Ideal for PMO leaders and aspiring professionals, this session will provide valuable guidance to advance your career and strengthen your PMO’s strategic impact. So, don’t miss this opportunity, do check the webinar if you are interested.

PMI-PMOCP Certification Webinar Featuring Kim Marcelliano and Dharam Singh

PMI-PMOCP is redefining PMO leadership. Learn how this new certification aligns strategy, agility, and impact.

Register Now: https://bit.ly/3Sp9h5l

Date: Wednesday, 02nd July 2025

Time: 10:00 AM – 11:00 AM (PDT) / 11:00 AM – 12:00 PM (MDT) / 12:00 PM – 01:00 PM (CDT) / 01:00 PM – 02:00 PM (EDT) / 02:00 PM – 03:00 PM (BRT) / 07:00 PM – 08:00 PM (CEST) / 08:00 PM – 09:00 PM (AST) / 09:00 PM – 10:00 PM (GST) / 10:30 PM – 11:30 PM (IST)

Guiding the Next Generation: My Approach to PgMP® and PfMP® Mentoring

Being a mentor is not just what I do, it’s what keeps me growing. Every interaction teaches me something new. While I have had the privilege of guiding over 570 PgMP®s and 177 PfMP®s worldwide, I consider myself a co-learner in this journey, growing alongside every professional I mentor.

PgMP® and PfMP® are more than just certifications. They stand for advanced governance skills, strategic thinking, and the capacity to match organizational objectives with program and portfolio objectives. The need for leaders with this degree of experience is growing as the project economy develops. These qualifications are increasingly crucial indicators of leadership prepared for the future.

Making this journey both meaningful and attainable is our mission at vCare Project Management. With tested mentoring models, organized preparation programs, and continuous support, we give candidates a clear path forward. Our goal is to help you pass, but we also want to help you become more confident and clear-headed in the process.

I provide advice to each person I mentor based on practical difficulties and knowledge gathered over many years of experience. There is no shortcut to success in PgMP® or PfMP®. It all comes down to comprehension, attitude, and steady support.

vCare Project Management can help you make the next big career move with purpose and precision.

The Road Ahead: Lifelong Learning and Collective Growth Beyond 55

As I turn 55, it feels perfectly timed that I have had the privilege of mentoring over 555+ aspirants, one for every year of my life and a few extra for good measure.

But a journey doesn’t end when you turn 55, but it marks the start of a new chapter based on in-depth education, significant mentoring, and a mutual dedication to the advancement of the field. There is a greater need than ever for strategic, forward-thinking leaders as the project landscape changes quickly and artificial intelligence changes how we lead and deliver.

There are still not many PgMP® and PfMP® certified professionals in the world, there are only 2500 PfMP®’s and 7900 PgMP®’s. Aspiring professionals have a significant opportunity here. These certifications represent more than just accomplishments. They serve as indicators of maturity, foresight, and the capacity to influence programs and portfolios.

“The function of leadership is to produce more leaders, not more followers.” – Ralph Nader

Dharam Singh at 55 – Mentoring over 555 Professionals and Advancing Project Leadership

As Dharam Singh turns 55, he reflects on mentoring 555+ leaders and shaping the future of project and portfolio excellence.

Our goal at vCare Project Management is to enable people by providing them with organised mentoring, insightful guidance, and constant encouragement. We assist professionals in developing their leadership skills as well as their knowledge.

Now is a good time to think about your next project leadership move. The world needs competent, qualified individuals who are prepared to lead with clarity and purpose. At vCare, we are ready to provide you with forthright and specialist support during that journey.

Note: The figure of globally certified PgMPs & PfMPs is a guestimate based on available public sources and professional observations. Actual numbers may vary as PMI does not always publish real-time global certification data.

#DharamSingh #55YearsOfPurpose #PgMP #PfMP #PMOCP #ProjectLeadership #vCareProjectManagement #MentorshipMatters #StrategicPMO #AIandLeadership #PMICertification #FutureOfPMO #ProjectEconomy #PortfolioManagement #GlobalMentor #LeadershipReflection #LifelongLearning #EmotionalIntelligence #ProjectManagement

Project Management-Oriented Employment (PMOE) – Future Outlook

by Dharam CW2 | Jul 19, 2023 | General

Project management is a fulfilling career choice that may offer competitive pay and a wide range of job opportunities. As a result, project managers are constantly in demand: Qualified individuals are always needed to plan and provide work in every business.

Over the next ten years, demand for project managers is one of the roles which will expand faster than the need for workers in other roles. But on the other hand, organizations may face risks due to the talent gap.

Understanding PMOE

Projects are becoming an increasingly important component of business completion. The acceleration of business evolution, increasing emphasis on digital transformation, and ever-changing consumer expectations and competitor offers are here to stay. As a result, project management skills and talents are becoming increasingly important in organizations.

Organizations will not invest in training the people in those positions to accomplish that work if those roles are not recognized as contributing to project management. As a result, they will not foster an environment where employees may develop experience, and they will eventually find themselves unable to sustain the number of projects that must be delivered.

One of the reasons that technical roles are considered part of PMOE is the growing adoption of agile ways to deliver work. However, many organizations still see agile as a ‘project management free’ delivery method, where the self-organized nature of agile teams eliminates the need for project management. But, again, this thinking must change if there is any hope of closing the skills gap.

Organizations must assess their skill profiles for all roles and determine if project management competencies should be included. Even roles that do not entail daily project delivery or where employees are more frequent contributors than leaders are likely to benefit from project management skills and experience. Unless that is ‘built in’ to job profiles, hiring and development methods will remain the same, and the shortage will remain unaddressed.

Talent Gap Report 2021

Successful projects are a significant contributor to global economic growth. As more industries become projectized, the demand for qualified project managers will likely rise over the next decade.

The Talent Gap Report 2021

The Talent Gap Report 2021 has been released by the Project Management Institute. The headline is the scarcity of qualified candidates for project management-oriented employment (PMOE). As a result, around 25 million more employees will be required by 2030 than in 2019. To put this in context, there were 90 million workers in those positions in 2019, implying a 30% increase.

Simultaneously, 13 million existing project management-oriented employees will retire, with the vast majority nearing the top of the experience curve. This phenomenon implies that enterprises will lose significant knowledge and skill. And this will happen when they increase the need for that experience by introducing a large number of new project-related staff who must progress quickly. In developed economies, on the other hand, retirement is the primary source of job possibilities for younger workers.

The report’s most critical statement comes near the end: “Global demand for project management expertise is unlikely to be addressed by 2030 unless firms encourage a culture of continuous learning.” As a result, firms confront a huge growth in PMOE roles and an inability to address that requirement based on current business processes.

Addressing challenges of this magnitude demands a strategic approach backed by financial commitments and constant responsibility for performance. In some circumstances, it may also necessitate a transformation in how leaders understand their companies and roles.

3 Reasons For The Project management Talent Gap

Why and where is the Talent Gap?

There are three reasons for the project management talent gap:

The number of positions requiring project management skills is increasing.
Project managers are in high demand in emerging and developing companies.
Project managers are retiring faster than young talent can replace them.

Upskill the people

Unless firms foster a culture of continuous learning, the worldwide need for project management skills is unlikely to be met by 2030. The most resilient firms will prioritize reimagined employee capability-building.

According to a McKinsey report, over 80% of business leaders consider skill building to be “very” or “very” vital to their organization’s growth, up from 59% before the pandemic. As a result, organizations will need to support new learning initiatives and seek partnerships to equip employees with the appropriate project management skills to develop their talent. These talents include power skills like teamwork and leadership; business acumen to develop well-rounded employees; and mastering new methods of working, such as growing use of tech-enhanced problem-solving tools.

Gaining a Competitive Advantage in the Talent Acquisition Race: The Front-Runners

According to PMI and PwC study, a cohort of 250 organizations face fewer challenges in attracting and retaining talent than their counterparts. Their project management offices (PMOs) are better connected with corporate strategy—three quarters have a C-suite presence, and 90% are seen as strategic partners by their executive leaders. As a result, they have an easier time recruiting people with important project skills. They are more successful at developing project managers. They are also twice as likely to have outperformed in revenue growth, customer acquisition, customer happiness, and environmental, sustainability, and governance (ESG) indicators.

Facilitating project-based organizations

The concept of stable operations is unlikely to exist at any scale by 2030, which is one of the most important factors driving the demand for more individuals in PMOE roles. The rapid growth of technology has resulted in much shorter lifecycles for both customer-facing and internal solutions. This trend is expected to continue as digital transformations drive organizations to the point where technology is vital in managing every business area.

Future of project management

Project management is being massively disrupted by management technology. As a result, forward-thinking professionals are questioning how to effectively prepare for the upcoming tidal wave of change caused by technological innovation.

Here are four skills that project managers of the future might need:

Data Science
Conflict resolution
Entrepreneurship
Resource management

Project Management’s Future in the Age of Advanced Technology

Because of emerging trends such as remote teams, digitalization, and automation, project management has changed dramatically in recent years. As a result, companies now rely significantly on technology to plan, execute, and monitor work. As an example:

Big data and artificial intelligence for better risk forecasting
Remote progress tracking using digitization technologies
Automation software for more efficient execution

These innovations have improved firms’ management capacities and altered project management’s future. According to Gartner research, 80% of management duties will be automated by 2030, and future managers will need more technological abilities. They must be knowledgeable about cybersecurity, blockchains, machine learning, and robots, all of which are expected to play larger roles in management.

Future Trends of Project Management

Consider project management ten years ago: fewer tools, smaller teams, and more straightforward tasks. Since then, the project landscape has changed dramatically, with major trends such as:

Blockchain
Artificial intelligence
Sustainability
Remote teams

Future Trends of Project Management

Trend 1 – Blockchain

More companies use blockchain technologies for management, such as when conducting dispute investigations. The capacity of blockchain to automatically update data makes it ideal for reconciling records and transactions. One of the most significant contributions of blockchain to project management will be smart contracts, which are effectively self-executing contracts powered by computer code.

Smart contracts reduce the number of key functions within the project manager’s scope, such as checking on project milestones and assigning new ones, which speeds up management processes. As a result, quicker workflow assures project completion on time and improves a company’s overall performance.

Trend 2 – Artificial Intelligence

Artificial intelligence quickly infiltrates project management systems, handling anything from predictive analysis to risk management. Because of its efficacy, AI is expected to contribute:

$42.7 B (7.7%) to Egypt’s economy
$135.2 B (12.4%) to Saudi Arabia’s economy
$96.3 B (13.6%) to the UAE economy

The primary capacity of AI is to provide data insights for decision-making, which increases the agility of any given project. For example, assume a manager considers which product features to include; AI finds correlations and patterns in consumer data and then recommends which product features are more likely to sell. Such insights improve an organization’s competitiveness by avoiding commitment to poorly planned, hazardous ventures.

Trend 3 – Sustainability

Today, project sustainability is more crucial than ever. Governments and societies all around the world are demanding greener approaches throughout the life cycle of a project.

Green initiatives are cost-cutting methods from a business standpoint. For example, energy is required for project execution, and shifting to renewable sources reduces costs. In addition, this frees up resources for other essential areas, such as innovation and research. Meanwhile, sustainable practices improve a company’s brand and foster consumer loyalty.

Trend 4 – Remote Teams

Remote teams have been the norm since the advent of communication technology. As a result, businesses gain from a more diverse and borderless talent pool easily available through contracts. In addition, they spend less on office space, travel, and other administrative expenses.

As a result, it’s not unexpected that 65% of workers anticipate that workplaces will become entirely virtual over the next several years. In general, remote working arrangements enable businesses to extend their resources while increasing operational efficiency. As such, they are crucial in developing lean, competitive firms.

Skills Future Project Professionals Need

To stay up with modern project management trends, a fundamental understanding of ideas such as data science, conflict resolution, and entrepreneurship is required. For example, understanding data science may assist a manager in incorporating AI into more elements of the project life cycle.

Here’s a closer look at what these talents comprise and how they’ll stay up with future project management improvements.

4 Skills Future Project Professionals Need

Skill 1 – Data Science

Big data insights are essential management tools, particularly for large projects with extensive life cycles. Insights from previous projects show inefficiencies that guide the current project, such as the number of slack hours and their causes. Data analysis assesses progress and uncovers deviations early, such as changes in material costs and currency rates that exceed expectations. As a result, project managers must comprehend topics such as statistical inference and regression analysis.

Skill 2 – Conflict Resolution

Today’s projects are extremely complicated, with constantly changing deliverables. As a result, conflicts are never far away. These issues, if left unaddressed, can undermine the team’s performance, resulting in delays and missed deliverables. Managers must thus grasp the various aspects of conflict resolution, such as:

A conducive work environment’s behavioral and organizational components
Effective communication
Effective contingency planning

Skill 3 – Entrepreneurship

Project managers are, in essence, CEOs. On the one hand, they manage project deliverables. Yet, simultaneously, they negotiate with shareholders and set goals based on estimates. As a result, being effective requires more than technical and administrative skills.

Entrepreneurial skills, such as strategic thinking and market insight, are also required of project leaders. Such skills are especially important when modifying deliverables, typical in agile projects like software development.

Skill 4 – Resource Management

Budgets and timeframes became tighter as projects became larger and more complicated. Today’s project managers must balance budgetary constraints, quality delivery, and achieving deadlines with limited resources. They are entrusted with creating a lean organization.

For optimal efficacy, a precise balance of resource allocation is required, as over-allocation to one activity inhibits the others. As a result, managers must understand resource management principles such as equilibrium shifts and flexibility.

Bridging the talent gap

The PMI Talent Gap report delves into a decade’s worth of project management-related job trends, costs, and global implications. PMI has completed its most recent study of the “projectized” businesses that leverage these talents better to understand talent and employment trends in project management. Using data from selected areas, the PMI Talent Gap report provides a birds-eye perspective of the most in-demand talents and the magnitude of the talent shortfall.

PMI data shows a continuing gap between the global demand for project management skills and talent availability. This data translates into many new career prospects in PMOE for job-seeking project professionals. However, the skill shortage is a significant issue for firms that rely on project leaders and changemakers. For example, by 2030, this skill gap is anticipated to affect every area, resulting in a potential global GDP loss of up to US$345.5 billion.

Here is a summary of the top three reasons for the skill gap, as identified by PMI research and explained in the report:

An increase in the number of professions that need project management expertise.
Economic growth drives demand for project managers in emerging and developing countries.
The rate of labor-force retirement

Final Thoughts

Project management has a bright future. There is still a high demand for change agents. PM will transition from being viewed as an administrative function by some executives to the strategic partnership that it has the potential to be in every organization, not just those enlightened businesses with high levels of program management maturity.

For many years, the skills of project managers have migrated toward “soft” skills. However, given how the future of work is shaping, this will become much more important. Project managers will need to be team players. As a result, we’ll need to interact with people who have the skills that the technical companion lacks:

Skills That The Technical Companion Lacks

Empathy
Strategic thinking
Fun
Creativity
Motivation and persuasion
Thoughtful customer service
Listening

Feel free to check out my discussion on this topic with Justin Buckwalter in YouTube

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

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

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