Issue link: https://epubs.iltanet.org/i/74024
Project Management Methodologies: One Size Does Not Fit All are still at the table for the project team meetings in order to prevent an increase in expenditures or a decrease in quality. The project managers of tomorrow could be just about any business leader role in the firm. I mean, aren't we all kind of project managers on some level? Mike: Bringing structured methodologies and predictability into any functional area is always a good thing. I think in the future you're going to see a lot of project managers coming from the lawyer and business development ranks. In some cases, you'll have a project management house staffed with finance people who work side-by-side with lawyers. I see a lot of different types of people taking on these roles; if one methodology doesn't fit all projects, then one type of person or department doesn't exclusively fit the project manager role. The Risks The biggest risk to a project is not in the approach, it is in managing human behavior. Being able to predict and mitigate adverse reactions to change is a sought-after skill, held by only the very best project managers. A project manager can apply all the governance in the world to a project and still fail if they do not have the instincts of a diplomat and the ability to negotiate. The Balance Between Agile and Formal Determining the right approach to each project is a key consideration for its success. A large business change project impacting thousands of users internationally requires a different approach — dedicated teams and significant formality — from a 20-user system upgrade, which should be more agile and less formal. The key here is striking a balance between empowering individual project managers to decide on a process that will give the best chance of success, while utilizing the guidance, oversight and lessons learned from the central PMO function. Determining Project Methodology Many stakeholders are not skilled in managing or directing projects, as they work on them infrequently, ILTA White Paper 13 so they require guidance on how projects should best be managed and controlled. The central PMO function has a vital part to play in working with all stakeholders, including the project manager, to provide advice on how projects should best be run. Vendors/Consultants As Legal Project Managers Perhaps the most important factor for a consultant or vendor who has not delivered a project to a legal client before is to understand the unique challenges of stakeholder management. Every hour a fee earner spends on a project is an hour not spent with a client. They need to understand this dynamic for a better chance of success. PMO of the Future The concept of the PMO will continue to be successful only if it is managing business change and not IT projects. Project Managers of Tomorrow Project management will become increasingly more important in all areas of business, so we are all the project managers of the future.