1

Алина Поддубная, PMI-ACP, PMP, PSM,

тренер и консультант по управлению проектами

2 Destination date from the film “Back to the future” (1985)

3

4 “The guest from the future” (Soviet film for children, 1984)

5

1984 → 2084

Mielophone

6

Artist Engineer Doctor Tennis player

7

2084? 2050? 2030?

8

9

10

11 KEY TRENDS IN SCIENCE

12

13

14 World economic forum report on jobs outlook for next 5 years

15 McKinsey & Company research on automation probability

16

1. Self-service robots instead of PMs?

2. Is agile everywhere?

3. A fully remote project manager?

4. A new role?

5. A business without projects?

Research of Axelos on project management in 2030

17 A BUSINESS WITHOUT PROJECTS?

"Introducing you to GreyBox group, a company who builds SaaS solutions

for the construction industry. GreyBox have taken continual deliver so far

that they now longer class any of their work as a project and the idea of

having ‘project managers’ is a long distant memory for them.

Instead, all new ideas for product and business improvements are broken up

into micro sized tasks and channelled through a system that resembles a

sales pipeline or Kanban style task management style. The decision to

pursuit new ideas is simply guided by the company’s single objective, to

make empowering software for construction professionals."

18 A BUSINESS WITHOUT PROJECTS?

20 A NEW ROLE?

"Imagine a future where the mechanical and planning related tasks of project

management are now all commoditised and automated. The real value

brought to the business by project management professionals, is now

realized through the experience, ease of use and quality of engagement a

business has with a project.

The end-to-end delivery of the projects will be overseen by Project

Experience Managers, who specialize in being able to provide great visibility

of project work to key stakeholders. Project management tools will be

focused around engagement dashboards that analyze demonstrate the

engagement the business have had with a specific project task or manager.

The skills required to be successful in this project management roles, will be

far more focused on communication, relationship building and facilitation

and the more traditional planning and administrative skills will not hold

much value at all."

21

PROJECT MANAGEMENT

2.0

22

A TEMPORARY ENDEAVOR UNDERTAKEN TO CREATE A UNIQUE PRODUCT, SERVICE

OR RESULT (PMBOK 5TH EDITION)

PROJECT DEFINITION

23 TRIPLE CONSTRAINT

24 MULTIPLE PROJECT CONSTRAINT

25

A COLLECTION OF SUSTAINABLE BUSINESS VALUE

SCHEDULED FOR REALIZATION

NEW PROJECT DEFINITION

26

ACHIEVING THE DESIRED BUSINESS VALUE WITHIN THE COMPETING CONSTRAINTS

PROJECT SUCCESS DEFINITION

27 PROJECT MANAGER’S DEEPER SPECIALIZATION

28 PROJECT GOVERNANCE

Sponsor

Project Manager

Project

Manager

Project governance committee

29 PROJECT LIFECYCLE

0. Pre-initiation

1.Project incubation 2.Feasibility analysis 3.Benefits evaluation 4.Resource demand analysis 5.Evaluation of project success potential

5. Post-Project

evaluation

1.Customer satisfaction analysis 2.Retrospective & lessons learned implementation actions 3.Benefit-tracking 4.Engagement

31 ESSENTIAL SKILLS FOR THE FUTURE

32 ESSENTIAL SKILLS FOR THE FUTURE

33 A FULLY REMOTE PROJECT MANAGER?

"Imagine being able to fully manage any project, from anywhere and at any

time.

You and your team can spread out across the globe working on projects that

are being delivered in locations you may have never even been to.

Technology and modern working practices allow you to plan, manage and

deliver projects from the comfort of your laptop or tablet effortlessly.

Technology such as augmented reality will also allow you to be fully present

in all our project meetings, daily stand ups and stakeholder presentations.

Wherever you are, you are as good as there in the room. Seamlessly

integrated SaaS applications mean that you work across a dozen different

projects, for dozen different businesses at one time, your tools are their

tools."

34 DО YOU SEE THE DISTANCE DYING?

35

36

PROJECT STATUS REPORTING

37

MONITORING AND CONTROL

ONLINE

38 MONITORING AND CONTROL BOARD

39

40 IMPORTANCE OF AGILE GROWS

41

…organizations will see the benefit of project practitioner expertise, and will trust experts to advise and implement approaches that suit the project type and context. This will see a mix of methods tailored to the project rather than one

method to rule them all

IS AGILE EVERYWHERE?

42

METHODOLOGY

PROJECT MANAGEMENT STANDARDS

FRAMEWORK

43 PROJECT MANAGER’S DEEPER SPECIALIZATION

44 FULL AUTOMATION?

"In 2030 automation has consumed the world of project management. There

have been huge leaps forward in real time data analytics and project

managers are no longer required to design or schedule any documentation

or schedules of work. Instead, they enter their project requirements into an

application, which instantly analysis the project objectives against all

available data it has to develop the perfect project plan.

These systems can utilize data such as staff holiday requests, skills and

experiences listed on staff professional development profiles and even

budgets and costings of similar projects over the years, in order to provide a

collection of recommended plans and activities for a successful project.

The role of the project manager is now simply gather requirements and make

decisions about which recommendations to follow. The planning and

analytical side of their role is now completely automated."

45

Project

manager?

Fully

automated?

47

48 TRANSPARENCY

49

The key to being an effective PM manager is

mastering the art of being connected and using

the best technology tools to get the job done in a

collaborative way while working with a

distributed team

H. Kerzner, “Project management 2.0”

50

The key to being an effective PM manager is

mastering the art of being connected and using

the best technology tools to get the job done in a

collaborative way while working with a

distributed team

H. Kerzner, “Project management 2.0”

51

The key to being an effective PM manager is

mastering the art of being connected and using

the best technology tools to get the job done in a

collaborative way while working with a

distributed team

H. Kerzner, “Project management 2.0”

52

The key to being an effective PM manager is

mastering the art of being connected and using

the best technology tools to get the job done in a

collaborative way while working with a

distributed team

H. Kerzner, “Project management 2.0”

53

The key to being an effective PM manager is

mastering the art of being connected and using

the best technology tools to get the job done in a

collaborative way while working with a

distributed team

H. Kerzner, “Project management 2.0”

54 PROJECT CUSTOMIZATION ERA

55 SELF-DRIVING CARS? SUPER-INTELLIGENCE?

Голые тела, котят…

56

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