Project Management Skills of the Future

Following are the four primary drivers or “disruptive forces.” Industry predictions indicate that these four drivers that will require PMs to have different competencies than they now need to adequately address stakeholder and project team member needs. 

• Workforce Demographics – evolving workforce demographics, diversity, and reliance on nontraditional resources
• Globalization – projects are global, network is global, and the project team will be virtual
• Technology – pace of change, greater access to information

• New and Changing Organizations – globally dispersed project execution, stakeholders with competing agendas

The trends and 21 specific PM challenges associated with each driver are shown in the graphic below. (RS281-1, p. 15, and Table 1, p. 16)

RT-281 identified 14 competencies that will allow PMs to successfully address the challenges of the future. The 14 competencies are grouped in these 4 competency areas, as shown in the graphic below. (RS281-2, p. 27)

More than half of current PMs have responsibilities in addition to their PM duties, working an average of 49 hours each week and spending more than 40 percent of their work hours each week on the computer. Research indicated that majority of current PMs are male, have university educations, and have prior design/engineering/architecture (DEA) experience. The traditional idea that PMs must have an engineering degree has become less true today and probably will no longer be a basic expectation in the future. (RS281-1, p. 22)

Today’s PMs do not believe that expertise in project management systems will be a future critical competency. They expect technology to produce more computer-aided systems, which will be more intuitive and easier to use and understand. They are also not focused on maintaining a balanced lifestyle and do not see this as a future priority. They believe future PMs will be results-driven individuals. The drive for successful performance will override the desire for maintaining a balanced lifestyle or for having a sense of humor. (RS281-1, p. 22)

PMs are already facing more complex project scenarios, and studies indicate that the competency blend needed to successfully manage and lead projects will continue to expand. These complexity trends significantly increase the number of stakeholders that PMs must engage. Because PMs of the future are expected to interact with twice as many stakeholders as current PMs, they will require vastly improved cognitive, interpersonal, and leadership skills. In terms of interpersonal skills, future PMs will specifically need greater skills in relationship-building and communicating with others. (RS281-1, p. 22)

Leadership competencies for today’s PMs rose to the top of the rankings for future competencies—above technical and management competencies. For example, current PMs recognize the need to delegate and empower others, rather than being detail-oriented themselves. They believe that delegation of duties and empowerment will be more important in the future. (RS281-1, p. 23)

Furthermore, mentoring is valued for the future success of the company and industry; however, to the current PMs, mentoring does not have an immediate impact on project success or their careers. These mixed feelings about mentoring may be a challenge to educating future PMs, since mentoring is considered one of the primary means of educating future leaders.

A review of the PM game actions revealed a number of hidden wisdoms expected to affect future PMs, competencies, and leadership styles: (RS281-1, p. 23)

• The top leadership and management actions for PMs on projects of all sizes can be grouped as follows: assess and plan, engage others, and implement with a structure that encourages full participation.
• The number one action selected by PMs is “review scope, identify all the work required to complete the project successfully, and implement it above all other actions.”
• For the ideal or good project situation, PMs recognize that bonus programs are not needed to incentivize making schedule and providing good leadership motivates others.
• When the project is under stress, today’s PMs focus their efforts more on management processes and procedures than on leadership actions.