leadership 2030: megatrends and their implications for...

Leadership 2030: Megatrends and Their Implications for Project

Management

September 23, 2014

John BricklemyerProfessor of the Practice

Department of Engineering and Project Management School of Engineering

The University of KansasEmail: [email protected]

2014 KC PMI PDD Presentation©2014 John Bricklemyer

Slide 1

What is a megatrend?

Overview of the six megatrends

Discussion of each megatrend and it’s implications

Growth of Project Management as a Profession

Summary of Implications

Actionable Take-Aways

Agenda


Slide 2

Megatrends

“History can only be recounted in hindsight.

That means futurologists have their work cut out for them:

They can merely extrapolate from trends that are already visible.”

Source: van Santen, Rutger, Djan Khoe, and Bram Vermeer, 2030 : Technology That Will Change the World, New York: Oxford University Press, 2010, 9 – 12.

“Small haphazard events can change the

course of history.”


Slide 3

Wildcards


Slide 4

Source: ATKearney, Global mega trends, http://www.challengefuture.org/static/upload/uploads/Global_mega_trends.pdf, December, 2012, 14. Accessed April 16, 2014.

http://www.challengefuture.org/static/upload/uploads/Global_mega_trends.pdf

Four Types of Futures

Source: Voros, Joseph, Ph.D., A Primer on Futures Studies, Foresight and the Use of Scenarios, http://thinkingfutures.net/wp-content/uploads/2010/10/A_Primer_on_Futures_Studies.pdf, 2001, 2. Accessed September 4, 2014.

Those that might

happen – no matter how far fetched

Those that could

happen according to our current knowledge

Those which are

considered “likely to happen”,

and stem in part from

the continuance of current

trends

What we want to happen

Possible Plausible PreferredProbable


Slide 5

http://thinkingfutures.net/wp-content/uploads/2010/10/A_Primer_on_Futures_Studies.pdf

Megatrend

TimeObservable over decades, megatrends can be projected with a high degree of probability at least 15 years into the

future

ReachMegatrends affect all regions and

stakeholders, including governments, individuals, and

businesses

ImpactMegatrends fundamentally

transform policies, society, and the economy

What Defines a Megatrend?

Source: Vielmetter, Georg, and Yvonne Sell, Leadership 2030: The Six Megatrends You Need to Understand to Lead Your Company into the Future, New York: AMACOM/American Management

Association, 2014, 6.


Slide 6

A long-term, transformational process with global reach, broad scope, and a

fundamental and dramatic impact

Megatrend Life Cycle

Source: Alcatel-Lucent, Megatrends – A Wave of Change Impacting the Future, http://www2.alcatel-lucent.com/knowledge-center/public_files/megatrends/Megatrends_EN_MarketAnalysis.pdf, 2012, 7. Accessed August 19, 2014.


Slide 7

Legal frameworks strive to catch up

Industry standards are established & influenced

Becomes ubiquitous, the “new normal”

http://www2.alcatel-lucent.com/knowledge-center/public_files/megatrends/Megatrends_EN_MarketAnalysis.pdf

Leadership 2030: The Six Megatrends

Source: Vielmetter, Georg, and Yvonne Sell, Leadership 2030: The Six Megatrends You Need to Understand to Lead Your Company into the Future, New York: AMACOM/American Management Association, 2014, 10 -11.


Slide 8

Globalization 2.0 The Digital Era

The Environmental Crisis

Individualism and Value Pluralism

Demographic Change

Technological Convergence

Changing Working Patterns

Corporate Environment

Organization

Personal and Team Level

Megatrend #1: Globalization 2.0

1. Globalization 2.0 is fundamentally different from Globalization 1.0

2. Traditional trade patterns will be disrupted

3. Beware of “glocalization”

4. The burden of complexity will intensify

5. Contextual awareness will be critical



Slide 9

World Economic Center of

Gravity Shift

Source: McKinsey Global Institute, Urban world: Cities and the rise of the consuming class, McKinsey & Company, http://www.mckinsey.com/insights/urbanization/urban_world_cities_and_the_rise_of_the_consuming_class, June 2012, 17. Accessed August 19, 2014.


Slide 10

http://www.mckinsey.com/insights/urbanization/urban_world_cities_and_the_rise_of_the_consuming_class

Most Defining Characteristics of Complexity in Projects

Source: Project Management Institute, Inc., PMI’s Pulse of the Profession In-Depth Report: Navigating Complexity, 2013, 4.


Slide 11

“The exponential increase in ambiguity

surrounding stakeholder

expectations, especially regarding the certainty of program outcomes

and schedules”

Characterizing Complexity

Source: Project Management Institute, Inc., PMI’s Pulse of the Profession In-Depth Report: Navigating Complexity, 2013, 3.


Slide 12

Is it complex?

Or is it merely complicated?

Global BrandLocal

InnovationGlocalization

Glocalization – What is it?


Slide 13

Sociologist Roland Robertson suggests replacing the concept of globalization with the concept of "glocalization“

Correlation in Industrial Profitability

Source: Khanna, Tarun, “Contextual Intelligence,” Harvard Business Review, Vol. 92, No. 9 (September 2014): 63.

Argentina

Austria

Belgium

Brazil

Canada

Chile Positive correlation

China Significant at the 10% level

Colombia

Denmark Insignificant correlation

Finland

France Negative correlation

Germany Significant at the 10% level

Greece

Hong Kong

Hungary

India

Indonesia

Ireland

Israel

Italy

Japan

Malaysia

Mexico

Netherlands

New Zealand

Norway

Pakistan

Peru

Philippines

Poland

Portugal

S. Korea

Singapore

South Africa

Spain

Sweden

Switzerland

Taiwan

Thailand

Turkey

U. Kingdom

United States

Venezuela

Arg

entina

Aust

ria

Belg

ium

Bra

zil

Canada

Chile

Chin

aColo

mbia

Denm

ark

Fin

land

Fra

nce

Germ

any

Gre

ece

Hong K

ong

Hungary

India

Indonesia

Irela

nd

Isra

elItaly

Japan

Mala

ysia

Mexi

coNeth

erlands

New Z

eala

nd

Norw

ay

Pakista

nPeru

Philippin

es

Pola

nd

Port

ugal

S. Kore

aSin

gapore

South

Africa

Spain

Sw

eden

Sw

itze

rland

Taiw

an

Thaila

nd

Turk

ey

U. Kin

gdom

United S

tate

sVenezu

ela


Slide 14

Megatrend #1: Globalization 2.0Implications for Project Management

1. Shift from executing projects to enterprise-wide project management – further gains in the recognition of, and demand for, project management as a profession with an increasing emphasis on providing business value

2. Project complexity will continue to intensify – see technological convergence

3. Contextual intelligence will become a key factor in the success of projects


Slide 15

Megatrend #2: The Environmental Crisis

1. Climate change is real and almost irreversible

2. Critical resources are being depleted

3. The implications are potentially catastrophic

4. Carbon footprint moves from corporate social responsibility to the bottom line

5. Transformational thinking and operations will be necessary



Slide 16

Sustainability

“Sustainability has gone from a nice to do to a must do. It is about building a successful business for the long term. Sustainability will be a decisive factor in terms of which businesses will be here in 20 or 30 years time. It is the future of business.”

Steve HowardChief Sustainability OfficerIKEA Group

Source: Kanani, Rahim, “Why IKEA Thinks This Mega-Trend Will Define The Next 30 Years Of Business,” Forbes, http://www.forbes.com/sites/rahimkanani/2014/02/07/why-ikea-thinks-this-mega-trend-will-define-the-next-30-years-of-business/, February 7, 2014. Accessed August 19, 2014.


Slide 17

http://www.forbes.com/sites/rahimkanani/2014/02/07/why-ikea-thinks-this-mega-trend-will-define-the-next-30-years-of-business/

Corporate Sustainability Strategy

OverallCorporateStrategy

Projects

Sustainable Development

Aspects

Sustainability Gap in Project Management

Source: Keeys, Lynn A., Martina Huemann, and Rodney Turner. “Integrating Project Strategy for Sustainable Development: A Conceptual Framework,” in Sustainability Integration for Effective Project Management, edited by Gilbert Silvius and Jennifer Tharp, 22. Hershey, PA: Business Science Reference, 2013.

Practice &Research

Gap


Slide 18

Projects are linked with strategy through their value creation

process

Expected Effect of Sustainability Principles on Project Management Processes

Source: Silvius, Gilbert. “Sustainability in Project Management Processes,” in Sustainability Integration for Effective Project Management, edited by Gilbert Silvius and Jennifer Tharp, 66. Hershey, PA: Business Science Reference, 2013.

Sustainability Principles

Harmonizing Social,

Environmental, and Economical

Interests

Both Short Term and Long

Term

Local and Global

Consuming Income, Not

Capital

Transparency and

Accountability

Personal Values and

Ethics

Project Initiating

High Impact High Impact High Impact Low Impact High Impact High Impact

Project Planning

High Impact High Impact High Impact High Impact High Impact High Impact

Project Executing

High Impact High Impact High Impact High Impact High Impact High Impact

Project Monitoring and Controlling

Moderate Impact

Low Impact Low Impact Low Impact High Impact High Impact

Project Closure Low Impact Low Impact Low Impact Low Impact High Impact High Impact


Slide 19

The Dewealth

to RewealthTransition

Source: Cunningham, Storm. “Global Trends in Project Management,” in Project Management Circa 2025, edited by David I. Cleland, PhD and Bopaya Bidanda, PhD, 383 –399. Newton Square, Pennsylvania: Project Management Institute, Inc., 2009, 385.

RESOURCESMore Less

More

Less

EC

ON

OM

Y

Constraint Crisis

Corrosion Crisis

Contamination Crisis


Slide 20

Megatrend #2: The Environmental CrisisImplications for Project Management

1. Corporate sustainability strategy, overall corporate strategy, sustainable development aspects, and projects will increasingly overlap

2. Shift from focusing on narrowly defined project performance to broader measures including sustainability

3. Shift from development to redevelopment (dewealth vs. rewealth)


Slide 21

Megatrend #3: Individualism and Value Pluralism

1. Mounting affluence will drive growing individualism in emerging societies

2. People’s values will increasingly pluralize

3. Niche opportunities will emerge in local markets

4. Organizations’ internal and external environments will fracture

5. Greater flexibility and sensitivity will be essential



Slide 22

The Evidence of Change

Source: KPMG International Cooperative, Future State 2030: The global megatrends shaping governments, http://www.kpmg.com/Global/en/IssuesAndInsights/ArticlesPublications/future-state-government/Pages/future-state-2030.aspx, 2014,

18. Accessed August 19, 2014.


Slide 23

http://www.kpmg.com/Global/en/IssuesAndInsights/ArticlesPublications/future-state-government/Pages/future-state-2030.aspx

Middle Class Growth to

2030


Slide 24



A virtual middle class is rising:

• Though still very poor, they are increasingly demanding rights, services, and good

governance


Global Middle Class Consumption Growth

Source: OECD Development Centre, Working Paper No. 285: The Emerging Middle Class in Developing Countries, http://www.oecd.org/dev/44457738.pdf, 2010, 29. Accessed August 29, 2014.

.


Slide 25

Asian Middle Class Spending:

2000 10%2040 40%

http://www.oecd.org/dev/44457738.pdf

Technology Access & The Rise of the Individual




Slide 26



Implications for Project Management

1. Shift from managerial control to self-direction and accountability

2. 168 connectivity with many “loose” connections and fewer strong ones

3. “Soft factors” will have a significant impact on employee’s loyalty and motivation to perform


Slide 27

Megatrend #4: The Digital Era

1. The digitization of our lifestyles is becoming the norm

2. Digital natives have increasing influence

3. Virtualization is disrupting power relationships between companies, customers, and employees

4. The workplace is fragmenting

5. Leadership will need to “go remote” and prioritize loyalty and reputation management



Slide 28

The Individual in an Always-Connected

World

Source: Friedrich, Roman, Michael Peterson, Alex Koster, and Sebastian Blum, The Rise of Generation C: Implications for the World of 2020, Booz & Company Inc., 2012, http://www.strategyand.pwc.com/media/uploads/Rise_Of_Generation_C.pdf, 12. Accessed August 29, 2014.


Slide 29

http://www.strategyand.pwc.com/media/uploads/Rise_Of_Generation_C.pdf

Generation Y


Slide 30

Source: Singh, Sarwant. “Top 20 Global Mega Trends and Their Impact on Business, Cultures and Society,” Frost & Sullivan presentation, www.frost.com/prod/servlet/cpo/213016007, 19. Accessed April 16, 2014.

http://www.frost.com/prod/servlet/cpo/213016007

The Future of the Web

Source: Davis, Mills. “Project 10X’s Semantic Wave 2008 Report: Industry Roadmap to Web 3.0 & Multibillion Dollar Market Opportunities,” http://www.eurolibnet.eu/files/REPOSITORY/20090507165103_SemanticWaveReport2008.pdf, October 2008, 3. Accessed August 19,

2014.


Slide 31

http://www.eurolibnet.eu/files/REPOSITORY/20090507165103_SemanticWaveReport2008.pdf

Knowledge Management Drivers

Source: Sankarasubramanian, Sivasailam, PMP. “Knowledge Management Meets Project Management,” in 2009 PMI Global Congress Proceedings – Kuala Lumpur, Malaysia, Project Management Institute, Inc., 2009.


Slide 32

1. Increasing domain complexity2. Accelerating market volatility3. Intensified speed of responsiveness4. Diminishing individual experience5. Multiple locations of knowledge6. Baby boomer retirement7. Tacit knowledge challenge8. Global nature of organizations9. Distributed workforce10. Multi-cultural workforce

The Benefits

RealisationCycle

Source: Thiry, Michael, PhD, “The Future of Project Management in a Digitised Economy,” in 2013 PMI Global Congress Proceedings – New Orleans, Louisiana, Project Management Institute, Inc., 2013, 7.


Slide 33

The Integrated

Organization

Source: Thiry, Michael, PhD, “The Future of Project Management in a Digitised Economy,” in 2013 PMI Global Congress Proceedings – New Orleans, Louisiana, Project Management Institute, Inc., 2013, 8.


Slide 34

Central to this decision process is recognizing

when change is needed

Megatrend #4: The Digital EraImplications for Project Management

1. Shift from managing information to fully utilizing information technology: The integration of knowledge management

2. Growing movement from passive to active management of customer loyalty and reputation management

3. Increasing commonality of virtual project teams, even when located in the same city


Slide 35

Megatrend #5: Demographic Change

1. The world’s population is expanding and aging in parallel

2. Demographic change is placing great pressure on social structures and companies

3. The war for talent will intensify

4. Workforces will diversify as companies adapt

5. Managing diversity will be a core leadership competency



Slide 36

Increasing Importance of Leadership Skills

Source: Project Management Institute, Inc., Building High-Performance Project Talent White Paper, 2013, 1..


Slide 37

The Global Labor Force,

2008 to 2039

Source: OECD Development Centre, Working Paper No. 285: The Emerging Middle Class in Developing Countries, http://www.oecd.org/dev/44457738.pdf, 2010, 24. Accessed August 29, 2014.

.


Slide 38

95 percent of the population increase

(excluding migration) will be in developing

countries


Global Aging




Slide 39


The Supply of Educated Workers

Source: ATKearney, Global mega trends, http://www.challengefuture.org/static/upload/uploads/Global_mega_trends.pdf, December, 2012, 12. Accessed April 16, 2014.


Slide 40

http://www.challengefuture.org/static/upload/uploads/Global_mega_trends.pdf

Reverse Brain Drain of CXO Positions



Slide 41


Global Youth




Slide 42


World Population Changes

Source: United Nations, Department of Economic and Social Affairs, Population Division (2013). World Population 2012 Wall Poster, http://www.un.org/en/development/desa/population/publications/pdf/trends/WPP2012_Wallchart.pdf, 2012. ST/ESA/SER.A/332. Accessed August 29, 2014.

.2014 KC PMI PDD Presentation

©2014 John Bricklemyer

Slide 43

The consequences of demographics:

• An aging world• Public pension

systems under pressure

• Healthcare spending increases

• Youth bulges

http://www.un.org/en/development/desa/population/publications/pdf/trends/WPP2012_Wallchart.pdf

Megatrend #5: Demographic ChangeImplications for Project Management

1. Shift from efficiency to effectiveness –getting the most out of limited resources

2. Greater focus on team management as an integrated part of project management with distinct skill sets and professional status

3. Increasing importance of leadership skills for project managers


Slide 44

Megatrend #6: Technological Convergence

1. Technological progress is likely to transform many aspects of our lives

2. Convergence will drive the greatest innovations

3. R&D will take center stage

4. Convergence will necessitate new levels and forms of collaboration

5. Societies will debate the ethical boundaries of technological advancement



Slide 45

Technological Convergence

“Technological convergence; occurs

when multiple products come together to form one product with the

advantages of all of them”

Source: Olawuyi J.O. , Mgbole Friday, “Technological Convergence” Science Journal of Physics, Volume 2012, Article ID sjp-221, 5 Pages, 2012, 1. doi:10.7237/sjp/221


Slide 46

“Technological innovation is more dynamic than the competition dynamic of

the market and it is more dynamic than the

adequacy and stability of public policy and the legal

framework”

Triple EmbeddednessFramework of

Industries

Source: Geels, Frank W., “Reconceptualising the co-evolution of firms-in-industries and their environments: Developing an inter-disciplinary Triple Embeddedness Framework,” Research Policy, Volume 43, Issue 2, 2014, 261-277.

Core firm

Peripheral firmEconomic (task)

environment

Socio-political

environment

Industry

Activists,

social

movementsCivil society,

public discourse

PolicymakersCustomers

Suppliers

(finance,

machines,

labour,

knowledge)

Industry regime

Technical knowledge,

capabilities

Mindset, belief systemMission,

identity, norms

Regulations,

laws, standards


Slide 47

Source: Horace Dediu, Adoption Rates of Consumer Technologies in the US (10% to 90% penetration), November 18, 2013, accessed January 27, 2014, http://www.asymco.com/wp-content/uploads/2013/11/Adoption-Rates-of-Consumer-Technologies.png

Technology Adoption

Rates


Slide 48

Which Digital Technologies Will be the Most Disruptive Over the Next 10 Years?

Technology Percentage of CIOs

Mobile technologies 70%

Big data/analytics 55%

Social media 54%

Public cloud 51%

“The disruptiveness of each of these technologies is real, but CIOs see their greatest disruptive power coming in combination, rather than in isolation.”

Source: Gartner, Inc., “Gartner Executive Program Survey of More Than 2,000 CIOs Shows Digital Technologies Are Top Priorities in 2013,” Stamford, Connecticut, January 14, 2014, http://www.gartner.com/newsroom/id/2649419. Accessed September 4, 2014.


Slide 49

http://www.gartner.com/newsroom/id/2649419

Emerging Technologies Will Change Everything

Source: Hayes, Tony, “Emerging Business and Technology Trends,” Presentation to ISACA, January 14, 2014, 6, http://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=web&cd=3&ved=0CEcQFjAC&url=http%3A%2F%2Fwww.isaca.org%2Fchapters7%2FWellington%2FEvents%2FDocuments%2FEmerging%2520Business%2520and%2520Technology%2520Trends.ppt&ei=fqMNVJ2WGoKnyASHz4CwBQ&usg=AFQjCNFeAdfn_27wfHCRkgN6dsVhl

mXYEQ&bvm=bv.74649129,d.aWwStamford, Connecticut, January 14, 2014. Accessed April 16, 2014.


Slide 50

Leveraging mobile, social media, cloud, and big

data/analytics organizations will put customer/users even more effectively at the center

of their approaches

How Will Organizational Capabilities Need to Change?

Source: Hayes, Tony, “Emerging Business and Technology Trends,” Presentation to ISACA, January 14, 2014, 8, http://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=web&cd=3&ved=0CEcQFjAC&url=http%3A%2F%2Fwww.isaca.org%2Fchapters7%2FWellington%2FEvents%2FDocuments%2FEmerging%2520Business%2520and%2520Technology%2520Trends.ppt&ei=fqMNVJ2WGoKnyASHz4CwBQ&usg=AFQjCNFeAdfn_27wfHCRkgN6dsVhlmXYE

Q&bvm=bv.74649129,d.aWwStamford, Connecticut, January 14, 2014. Accessed April 16, 2014.


Slide 51

Integrated Technology & Business Teams are Needed

Source: Hayes, Tony, “Emerging Business and Technology Trends,” Presentation to ISACA, January 14, 2014, 9, http://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=web&cd=3&ved=0CEcQFjAC&url=http%3A%2F%2Fwww.isaca.org%2Fchapters7%2FWellington%2FEvents%2FDocuments%2FEmerging%2520Business%2520and%2520Technology%2520Trends.ppt&ei=fqMNVJ2WGoKnyASHz4CwBQ&usg=AFQjCNFeAdfn_27wfHCRkgN6dsVhlmXYE

Q&bvm=bv.74649129,d.aWwStamford, Connecticut, January 14, 2014. Accessed April 16, 2014.


Slide 52

Connectivity is Pushing

Convergence

Source: Jawad, Iain. “World’s Top Global Mega Trends To 2025 and Implications to Business, Society and Cultures,” Frost & Sullivan presentation, http://www.investinbsr.com/ipaforum/wp-content/uploads/Iain-Jawad-IPA-Forum-2014-Presentation.pdf, 2014, 11. Accessed September 10, 2014.


Slide 53

http://www.investinbsr.com/ipaforum/wp-content/uploads/Iain-Jawad-IPA-Forum-2014-Presentation.pdf

Convergence of

Technology Will Lead to Convergence

of Competition


Slide 54



Megatrend #6: Technological ConvergenceImplications for Project Management

1. Shift from linear processes to dynamic systems

2. Convergence will necessitate new levels and forms of collaboration, aimed at least partially on ensuring interoperability, modularity, and flexibility

3. Shift to more open organizational structures to improve the free flow of information and better utilize the resources available


Slide 55

PM-related Research Trends

Source: Morris, Peter W.G., “Research and the future of project management,” International Journal of Managing Projects in Business, Volume 3, Number 1, 2010, 145.


Slide 56

Sometimes theory leads practice,

Sometimes practice leads theory, and

Research explains practice and builds theory

Development & Future of the PM Profession

Source: Bourne, Lynda, PhD, “The Future of the Hero Project Manager,” in Proceedings PMI Global Congress 2010 – Milan, Italy, Project Management Institute, Inc., 2010.


Slide 57

Projected Project Management

Growth

Source: Project Management Institute, Inc., PMI’s Industry Growth Forecast: Project Management Between 2010 + 2020, 2013, 5.


Slide 58

Jobs in the U.S.

Leadership 2030 MegatrendsImplications for Project Managers


1. Shift from executing projects to enterprise-wide project management – further gains in the recognition of, and demand for, project management as a profession with an increasing emphasis on providing business value

2. Project complexity will further intensify –see technological convergence

3. Contextual intelligence will become a key factor in the success of projects


1. Corporate sustainability strategy, overall corporate strategy, sustainable development aspects, and projects will increasingly overlap

2. Shift from focusing on narrowly defined project performance to broader measures including sustainability

3. Shift from development to redevelopment (dewealth vs. rewealth)


1. Shift from managerial control to self-direction and accountability

2. 168 connectivity with many “loose” connections and fewer strong ones

3. “Soft factors” will have a significant impact on employee’s loyalty and motivation to perform


1. Shift from efficiency to effectiveness –getting the most out of limited resources

2. Greater focus on team management as an integrated part of project management with distinct skill sets and professional status

3. Increasing importance of leadership skills for project managers


1. Shift from managing information to fully utilizing information technology: The integration of knowledge management

2. Growing movement from passive to active management of customer loyalty and reputation management

3. Increasing commonality of virtual project teams, even when located in the same city


1. Shift from linear processes to dynamic systems

2. Convergence will necessitate new levels and forms of collaboration, aimed at least partially on ensuring interoperability, modularity, and flexibility

3. Shift to more open organizational structures to improve the free flow of information and better utilize the resources available


Slide 59

Leadership 2030 MegatrendsProject Manager Implication Actions


Slide 60

Glocalization of Projects

Develop contextual intelligence and cultural

awareness skills to be able to properly adapt global projects to local customs

Performance Metrics

Incorporate broader performance measures,

specifically including those regarding business value

and sustainability

Project Leadership

Develop leadership and talent management skills

to properly manage a scarce, diverse, & potentially virtual

workforce

Knowledge Integration

Develop an understanding of knowledge management and how you can integrate

it into managing your projects

Social Engagement

Incorporate social media into your daily life to

appreciate, and manage, how it can impact loyalty,

reputations, and your career on a global basis

Sustainability for the Future

Educate yourself on sustainability principles

and how you can incorporate them into your

projects

References

Alcatel-Lucent, Megatrends – A Wave of Change Impacting the Future, http://www2.alcatel-lucent.com/knowledge-center/public_files/megatrends/Megatrends_EN_MarketAnalysis.pdf, 2012. Accessed August 19, 2014.

Andergassen, Rainer and Nardini, Franco and Ricottilli, Massimo, Innovation Diffusion, Technological Convergence and Economic Growth (November 21, 2013). Quaderni -Working Paper DSE N° 912. Available at SSRN: http://ssrn.com/abstract=2357938

Bourne, Lynda, PhD, “The Future of the Hero Project Manager,” in Proceedings PMI Global Congress 2010 – Milan, Italy, Project Management Institute, Inc., 2010.

Cleland, David I., PhD, and Bopaya Bidanda, PhD, Project Management Circa 2025, Newton Square, Pennsylvania: Project Management Institute, Inc., 2009.

Cunningham, Storm. “Global Trends in Project Management,” in Project Management Circa 2025, edited by David I. Cleland, PhD and Bopaya Bidanda, PhD, 383 – 399. Newton Square, Pennsylvania: Project Management Institute, Inc., 2009.

Davis, Mills. “Project 10X’s Semantic Wave 2008 Report: Industry Roadmap to Web 3.0 & Multibillion Dollar Market Opportunities,” http://www.eurolibnet.eu/files/REPOSITORY/20090507165103_SemanticWaveReport2008.pdf, October 2008. Accessed August 19, 2014.

Friedrich, Roman, Michael Peterson, Alex Koster, and Sebastian Blum, The Rise of Generation C: Implications for the World of 2020, Booz & Company Inc., 2012, http://www.strategyand.pwc.com/media/uploads/Rise_Of_Generation_C.pdf. Accessed August 29, 2014.

Geels, Frank W., “Reconceptualising the co-evolution of firms-in-industries and their environments: Developing an inter-disciplinary Triple Embeddedness Framework,” Research Policy, Volume 43, Issue 2, 2014, 261-277.

Hay Group, Building the New Leader: Leadership Challenges of the Future Revealed, http://www.z-punkt.de/fileadmin/be_user/englisch/D_Newsletter/E_2012_03_Newsletter/Hay_Group_Leadership_2030_whitepaper.pdf, 2011. Accessed August 19, 2014.


Slide 61

http://www2.alcatel-lucent.com/knowledge-center/public_files/megatrends/Megatrends_EN_MarketAnalysis.pdf

http://ssrn.com/abstract=2357938

http://www.eurolibnet.eu/files/REPOSITORY/20090507165103_SemanticWaveReport2008.pdf

http://www.strategyand.pwc.com/media/uploads/Rise_Of_Generation_C.pdf

http://www.z-punkt.de/fileadmin/be_user/englisch/D_Newsletter/E_2012_03_Newsletter/Hay_Group_Leadership_2030_whitepaper.pdf

References (cont’d)

Jawad, Iain. “World’s Top Global Mega Trends To 2025 and Implications to Business, Society and Cultures,” Frost & Sullivan presentation, http://www.investinbsr.com/ipaforum/wp-content/uploads/Iain-Jawad-IPA-Forum-2014-Presentation.pdf, 2014. Accessed September 10, 2014.

Kanani, Rahim, “Why IKEA Thinks This Mega-Trend Will Define The Next 30 Years Of Business,” Forbes, http://www.forbes.com/sites/rahimkanani/2014/02/07/why-ikea-thinks-this-mega-trend-will-define-the-next-30-years-of-business/, February 7, 2014. Accessed August 19, 2014.

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Slide 62

http://www.investinbsr.com/ipaforum/wp-content/uploads/Iain-Jawad-IPA-Forum-2014-Presentation.pdf

http://www.forbes.com/sites/rahimkanani/2014/02/07/why-ikea-thinks-this-mega-trend-will-define-the-next-30-years-of-business/

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Slide 63

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Slide 64


http://www.z-punkt.de/fileadmin/be_user/D_Publikationen/D_Auftragsstudien/the-future-of-work-evidence-report.pdf

http://www.un.org/en/development/desa/population/publications/pdf/trends/WPP2012_Wallchart.pdf

http://thinkingfutures.net/wp-content/uploads/2010/10/A_Primer_on_Futures_Studies.pdf

http://www.z-punkt.de/fileadmin/be_user/englisch/D_Downloads/Megatrends_Update_EN.pdf

Questions


Slide 65


Shift from executing projects to enterprise-wide project management – further gains in the recognition of, and demand for, project management as a profession with an increasing emphasis on providing business value

Project complexity will further intensify – see technological convergence

Contextual intelligence will become a key factor in the success of projects

Project ManagementImplications from the Megatrends


Corporate sustainability strategy, overall corporate strategy, sustainable development aspects, and projects will increasingly overlap

Shift from focusing on narrowly defined project performance to broader measures including sustainability

Shift from development to redevelopment (dewealth vs. rewealth)


Shift from managerial control to self-direction and accountability

168 connectivity with many loose connections and fewer strong ones

Soft factors will have a significant impact on employee s loyalty and motivation to perform


Shift from managing information to fully utilizing information technology: The integration of knowledge management

Growing movement from passive to active management of customer loyalty and reputation management

Increasing commonality of virtual project teams, even when located in the same city


Shift from efficiency to effectiveness – getting the most out of limited resources

Greater focus on team management as an integrated part of project management with distinct skill sets and professional status

Increasing importance of leadership skills for project managers


Shift from linear processes to dynamic systems

Convergence will necessitate new levels and forms of collaboration, aimed at least partially on ensuring interoperability, modularity, and flexibility

Shift to more open organizational structures to improve the free flow of information and better utilize the

resources available

2014 KC PMI PDD Presentation


John Bricklemyer

Professor of the Practice

The University of Kansas

Email: [email protected]

Actionable Take-Aways From the Project Management Implications

2014 KC PMI PDD Presentation


John Bricklemyer

Professor of the Practice

The University of Kansas

Email: [email protected]

Glocalization of Projects

Develop contextual intelligence and cultural

awareness skills to be able to properly adapt global projects to local customs

Performance Metrics

Incorporate broader performance measures,

specifically including those regarding business value

and sustainability

Project Leadership

Develop leadership and talent management skills

to properly manage a scarce, diverse, & potentially virtual

workforce

Knowledge Integration

Develop an understanding of knowledge management and how you can integrate

it into managing your projects

Social Engagement

Incorporate social media into your daily life to

appreciate, and manage, how it can impact loyalty,

reputations, and your career on a global basis

Sustainability for the Future

Educate yourself on sustainability principles

and how you can incorporate them into your

projects