What Project Management 2.0 IS and What it IS NOT (Part 2)

I’d like to give you my take on what Project Management 2.0 IS NOT.I see the three main things here. Project Management 2.0 IS NOT: Chaos Lightweight Project Management 2.0 tools and practices bring project management into a new context. However, unleashing freeform collaboration with the help of the new technologies does not mean the loss of control. Quite the opposite is true. When people start collaborating in a freeform manner with the help of emergent structures, they create a more rational and practical way of working on a project. Now it’s the project manager’s role to lead his people and coordinate their jobs. Every team needs a leader who will motivate it and show the right way for a project to be developed, as well as make sure the project is completed on time and on budget. Replacement The emergence of Project Management 2.0 does not imply that traditional project management methodologies will be gone forever. In today’s world, we come across a wide variety of projects, from creating a web site for a small business with 3 employees to the construction of a new power station. It is obvious that these projects cannot and should not be managed in the same way. Traditional project management methods help in many cases, but they clearly do not work for all projects. Project Management 2.0 extends project management, but it by no means eliminates the proven methods. Panacea Each project involves the three basic elements: people, processes and tools. These three should always be in balance. This balance was the topic of my post “Can Adoption of Project Management 2.0 tools Guarantee Success of Your Projects?” A project will be a success when you choose the right people for the job, equip them with the right tools and make sure the processes support the team’s productivity. If the triangle is misbalanced, the project may be prone to failure. The weakness of one of these three elements will have an impact on the whole project. It is also true for project management software. Project Management 2.0 tools alone can hardly do the whole job, but they can empower people, and they can catalyze the changes in processes. Another thing that Project Management 2.0 is not is that it’s not an instant change. It is true that small and medium organizations are taking the lead in adopting Project Management 2.0, as they are definitely more flexible than large, hierarchical organizations. But again I agree with Craig Brown that “most (large) enterprises are aware of the changes in project management and are accommodating them to some degree” and that “many leading organizations have fully exploited the benefits from them.” There are plenty of real life examples. I see them every day on my job with our customers, and I talk about them every day with fellow entrepreneurs and employees in leading innovative companies. You can just log on to Twitter and see what real project managers and business owners are saying about project blogs, wikis, and tools like Wrike, Basecamp, Central Desktop, Zoho, etc. Do you have an example to share? Please do it in the comments.

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