‘Laser-focused on outcome’: The changing role of the project manager | World Finance

Murat Bicak: Projects became increasinglycomplex over time.

If you look at a project today you may havethousands of people working together; collaborating on digital platforms, in multiple countriesacross the globe.

But some of these projects last for four,five years.

And businesses change, requirements changeover that period of time.

Technology changes over that period of time.

So for a project leader to become successful,they must be laser-focused on the outcome, laser-focused on the customer needs, and constantlyasking whether or not there are changes that they need to make to the team, to the capabilitiesunderneath that team, to the technology that they might be using.

Which requires a very different type of person.

A very strategic leader, if you will, whois able to think critically, negotiate, influence the organisation and leadership.

And those are some of the changes that arealready happening, at the project world.

Peter Moutsatsos: Over the last 10 years,we’ve noticed that project managers have become more professional.

They’ve become an integral part of the organisationalresource mix.

And what we’re seeing is a recognition thatproject managers need skills that are going to serve them in the digital economy.

The future project manager has to be far moreinterpersonal.

They’ve got to be far more connected emotionallywith stakeholders, and have that emotional intelligence to understand what’s needed,to be a more effective leader.

And also to be more servant in nature, interms of their leadership style.

So, to lead from behind.

Murat Bicak: The new skills that project leadershipand project managers need to acquire is a tremendous understanding of customers.

So, design thinking for example is going tobe a critical enabler for getting to the question: why? Every project delivers against a customerneed.

And with technology advances, the customersare much closer to projects and project leadership and project management and the team.

So, putting the customer need up front isgoing to be the number one change for every type of project.

Number two, there will be a tremendous amountof iteration, prototyping, learning and testing, and failing! Risk taking.

Which is also different from what many peopleare used to.

Which requires a different type of leadership,a different type of skillset, which requires empowerment, different culture, and a wayof working.

The line between strategy and delivery isblurring, and our project management professionals are going to find themselves at the forefrontof delivering every strategic initiative for their organisations.

The world of work is changing, and so is PMI.

In 2019 we’re going to be celebrating our50th anniversary.

And with the transformation programme thatwe have started, we’re making transformation part of our DNA.

So over the next 50 years you’re going tosee a very proactive PMI, continuing to deliver value to our stakeholders and customers.

Thanks for watching.

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