New Role of Project Manager " Delivering Transformed Organizations"

Over the last five decades, the role of IT Project Management has continuously evolved from being perceived as 'task coordinator' to the executor of "business strategy." With rapidly changing business environments, organizations need to review their strategies often. The business world is becoming faster, flatter, and more complex, but people and their leaders are still at the heart of it all. The project team dynamics have changed. A substantial number of projects require experts from multiple locations. The availability of a global, virtualized, and digital infrastructure has enabled knowledge workers across the globe to compete for work with local players successfully. Accenture CEO Pierre Nanterme stated that "clients seek overall solutions ranging from "vision to operations"…. (HBR,2015). To perform at the new role, IT project managers/leaders require additional skills. They need to understand business strategy, market volatility, business finance, industrial and customer relationships. They need to develop soft skills to manage conflicts and resistances to organizational change, support decision-making processes, negotiate and make teams perform at their best. IT Project Management Consulting firms need to focus that future project managers are equipped with the right skill set. The following comparisons clarify the deliverables from the traditional PM role and the evolving role of Project Managers. Stakeholders' Management As per traditional role focused on scope, well-defined deliverables, and delivered new systems, services, and products Focused on managing project teams, sponsor and key business users, conducted "Project kick-off" with key stakeholders, delivery teams and business users. However, as per the new role focuses on the "business value" to be delivered, understands organization strategy, and ensures that new introductions are in line with the organization's strategy and are used to its optimum level. Focuses on the complete organization and works with the project sponsor for sharing vision and organizations" strategy to the teams Scope & Value Delivery In the traditional role, the PM gathers requirements as given by the users, resists to changes to the frozen scope, and vehemently resists to significant changes once a project is midway, and manages the delivery of the scope. In the evolving/new role, the PM aligns the requirements to the organization's strategy, is open to the scope changes, which adds the business value. However, it negotiates on the impact on schedule and costs. Being mindful of the volatility in the business is also open to mid-course corrections to align with the organization strategy. In addition to managing deliverables, it also manages perceptions and value delivery. Cost & Value Delivery Manages costs in the traditional role and delivers a return on investment (RoI) in the new role Schedule & Value Delivery PMs, in their traditional role, manages on-time delivery, whereas in the new role, focus on the value delivery and are open to adjusting the schedule to maximize the value. Org. Change Management Traditionally PMs do not perform a notable role in managing organizational change. However, in the new role, the PMs are expected to own Org. change management deliverables and lead the resistance to change and acceptance of deliverables. Team Management PMs have been managing diverse teams and also manage conflicts within the project team, whereas, in the new role, the PMs are expected to lead teams that are more complex and skilled, and even In addition to the conflicts in the team helps manage conflicts within the organization. Leadership Styles PMs work more as a task-oriented leader and uses position power, but in the new role work more on people-oriented leadership style and use referent and expert skills to influence Communication In the traditional role, PMs convey information, communicate on the scope, schedule, and cost communicates on work products. In the new role, it communicates based on the communication need-analysis of stakeholders. Considers likely response from the stakeholders, demonstrates on "value" delivery, regularly negotiates with key stakeholders, and communicates value propositions. The new PM is a good listener and Emotionally Intelligent Project closure & Measurements. Traditionally PMs sign off on completing project delivery and are measured for scope, schedule, and cost management based on exit criterion. In the new role, PMs delivers a functioning, transformed organization and are measured on business benefits" realization and delivery on conditions of satisfaction. PMs are expected to stabilize operations. Author -Deepak ( Sachdeepak Arora ) is founder and CEO of Project Management CoE Author of "Transform and Thrive: A step-by-step guide for the successful execution of organizational transformation projects and programs."