Project Management: A Journey of Transition

In today's fast-paced business environment, project management is undergoing a significant transition. Traditional methods and techniques that were once considered reliable have reached their limits. New insights and approaches are gaining momentum and challenging the existing institutions in project management, such as professional associations and certification organizations. Experienced project managers are starting to view the expanded methodologies and strict certifications as restrictive rather than helpful tools. However, the challenges extend beyond project managers alone – line managers in large organizations are also grappling with similar issues. They witness projects failing to meet expectations, despite employees following prescribed procedures. It seems that both managers and employees are prioritizing procedures over common sense, neglecting the consequences of their actions.

This transition in project management also necessitates a transformation for the project managers themselves. Recognizing the need for change, a group of seasoned professionals decided to embark on writing a book that would guide project managers through this transitional phase and offer a new direction for the profession. The book explores various critical aspects of this transformation, with each chapter contributed by a different author.

Analyzing the Roots

The first chapter delves into the origins of the concepts of "project" and "project management" and unveils the limitations of the current perspectives in the field. It highlights the urgent need for a paradigm shift in order to avoid reaching a dead end.

Connecting Projects and Organizations

The subsequent chapter maps out the different project management trends that have emerged until 2017 and bridges the gap between project execution and organizational goals. It emphasizes the importance of integrating projects seamlessly within the overall strategic framework of the organization.

Embracing Emotion and Complexity

Chapter 3 challenges the prevailing tendency to dismiss emotions and irrationality in project management. It emphasizes that these aspects are inherent to every project and advocates for their acknowledgement and effective management.

Tackling Wicked Problems

Recognizing the prevalence of wicked problems – those characterized by extreme unpredictability – a dedicated chapter explores the inadequacy of conventional project management methods in addressing such challenges. It proposes alternative approaches that can provide greater guidance in navigating through the chaos.

Unlocking Competence and Development

The chapter centered around competencies and competency development focuses on the project manager's personal growth. It addresses the essential competencies, competency frameworks, and the ever-increasing importance of behavioral competencies. It also examines the relevance of the widely-used International Competence Baseline (ICB) 4 by IPMA in facilitating this development process.

Envisioning the Future

In the final chapter, a range of scenarios for the future of the project management profession is presented, based on selected trends and insightful perspectives shared by experienced colleagues in the field. It aims to stimulate reflection and provide thought-provoking insights into the potential trajectory of the profession.

Throughout the book, inspiring stories from project managers who have achieved remarkable success in diverse fields are interwoven, creating a source of both recognition and inspiration for readers. "Project Management: A Journey of Transition" is a celebration of the past, while simultaneously guiding professionals towards new horizons in their practice.