Every once in a while, we get into an extensive debate about the role, presence, impact and future of the project economy. But to put not too fine a point on it: We have always lived in a project economy. It’s just that it hasn’t been very evenly distributed.
As ProjectManagement.com celebrates its 20th anniversary, Mark Mullaly—who has been a contributor since our very first year—shares insights that he would most want his younger self to know, appreciate and learn from.
What did project management look like in 1998, and how has it evolved since? And what will it look like 20 years into the future? What do you see? What are the processes? How are we thinking about projects?
Project management practices themselves haven’t evolved much since the 1950s. In attempting to divine the future of project management, then, it’s helpful to assess a few of the fundamental underlying trends that have been observed in project management, and what they mean for how it may evolve in the future.
There is a difference between what is likely to happen, and what should happen. A previous article explored the trends most likely to emerge in the field of project management; this one focusses on what really should happen.
While it can be dangerous to try and predict the future, effective planning requires making some educated guesses about where things are going. The expectations for project management are increasing, and this article attempts to explore some of the emerging trends.