WHY ADAPTABILITY, FLEXIBILITY AND CREATIVITY MAY REPLACE PROJECT MANAGEMENT CONTROLS

(Source: Coast Photography)

Modern workplaces are now so often filled with disruption that yields uncertainty, unpredictability and risk like never before. This emerging disruption is aided by fast moving changes that transmit unchallenged through the internet, social media and other interconnectivity that is associated with globalisation. The unpredictable fast paced nature of change can turn a project from profitable into a close project overnight if fundamentals are radically changed by presidential announcements that announce tariff changes or trade wars without notice. Project management is no longer an activity to achieve a single goal, nor can it be performed in isolation away from connections with the wider disruptions occurring in the world, be they technology, Brexit, climate change or a whole host of others.

This is not to say that project management is no longer useful, rather it is an indication that new methods are required for it to cope with in a constantly changing, unpredictable and risky broader environment.

PROJECT MANAGEMENT PREVIOUSLY…

Based on a premise of managers being in control since at least the 1940s, project management has devised systems and structures that have been aimed at producing deliverables to a set time at a set cost. The deliverables of the project managers have for so long been the output of project managers that set out milestones, resources, times and costs with sequences of activities. The rigid processes of the project manager are usually set with consultation and expectations of a broad range of stakeholders, Project Management Office and investors. The whole notion of project so often assumed that the project was discrete and often separate to any broader business, where direct control was the corner stone of achieving the goals. Whilst some creativity may have existed in project management of the past it may have so often been limited to achieving milestones or if the project plan steps were thought to have

been compromised, creativity applied in order to get projects back on track towards their agreed plans. Another foundation of the project management success in the past was its written procedures, structures, meeting schedules and other formalities. These formalities provided the project manager with quality control and set an understanding of expectations within the teams, so when disruption is present in this new age many of the trusted and relied upon operations within projects may be challenged, or even fail. The sheer time and effort to re-write all of the project requirements constantly in an ever-changing world may be expensive and time consuming, yet if the structures and processes are not up to date staff may feel unsupported, unstructured and stressed. This is not to say that project management is no longer useful, rather it is an indication that new methods are required for it to cope with in a constantly changing, unpredictable and risky broader environment.

WHAT COMES AFTER THE TRADITIONAL TOOLS OF PROJECT MANAGEMENT?

Project management of the future will need to adapt to almost constant change from a broad range or sources, be it the internet, social media or new technology. The broader world is likely to invade, inhibit and limit many projects in this new age, a set and forget structure culture within projects will not be appropriate for this changing environment. The need to operate differently will not merely affect project staff, as the project managers and leaders will have to champion changes to the project operating model, where some of the changes may at first seem counter to the notion of management control.

SO WHAT IS NEXT FOR PROJECT MANAGEMENT?

Identifying changes outside of projects will be a critical skill in this new age, as identifying and reacting late may cause immense issues to project schedule, cost and resources. Whilst project managers may have adaptation skills as they seek to meet schedule issues, it will be the speed and constant nature of change that will be new and challenging, where the notion of manager knowing all the answers may no longer be possible. In so much change, the project manager may need assistance and inputs in devising the new solutions, where staff may even have to operate without written structures and processes. A more open, closer relationship between staff and project management is required if new solutions are to be offered and discussed. Yet new solutions will not emerge without a level of creativity and critical thinking to seek and propose alternate methods and ways of thinking.

The project manager of the future will need to build an environment of trust and inclusion if new ideas are to be fostered and assessed as the creativity of the team may be the difference to success or failure of projects in the future.

Author: Dr Mathew Donald is a leadership, management and organisational change specialist with over 35 years’ experience. As the principal of Dr Mat – The organisational Health Doctor ™ his global consulting services include mentoring, presentations and advice. He is also the author of “Leading and managing change in the age of disruption and artificial intelligence” (Emerald $USD 100.00). For information visit www.drmat.online