With 2012 more than halfway over, we review J. LeRoy Ward’s article concerning the top project management trends for 2012. These trends were determined, according to Ward, via a global panel of ESI senior executives and SMEs. The trends, for the most part, seem to be accurate: an increased focus in program management, expansion of collaboration tools, and a dedicated effort to transfer knowledge within organizations. Another trend recorded is that of HR’s increased involvement with identifying “high-potential project managers”:
Because project management is such an important function, human resources (HR) professionals will be tasked more intensely with identifying high-potential project managers in 2012. The challenge HR professionals will face is that there is no silver bullet assessment for identifying great project managers. Existing knowledge and skills assessments are of little use since they are not designed for entry-level project manager positions. Nonetheless, candidates must be measured not only on their technical abilities, but also on the all-important business and interpersonal skills. To the best of our knowledge, no one has yet developed such an assessment, but HR professionals will continue, and intensify, their assessment search this year.
Another trend mentioned was the outpacing of the triple constraint (time, cost, and scope) by client-centric project management. This implies that the customer will establish what the measurements are for “successful”, not the project team. This seems like a fundamental shift, but in actuality it’s simply a recognition of what has been forming for several years: the project’s value is determined by those who use the project ““ not by those who have worked on it.