To continue to add value to the enterprise, I believe that the PM role needs to continue to evolve more in the direction of a strategic business manager, linking the project delivery to business value. Excelling not only at delivering a project to the stakeholder, the PM needs to understand how the service delivered, as a result of the project, accelerates a business capability and helps the enterprise leverage current services in-place, as well as the life-cycle of these services, skills that are immensely important to the enterprise success.
The utilization of video throughout your project life-cycle is becoming increasingly more important. The ability to capture ad-hoc video of a meeting or conversation to help further the teams understanding of a specific point, risk element or deliverable, can make a big difference.
Managing a global team and working as a team member in one should be a very rewarding experience for everyone involved. The “global team” is the penultimate design for any project team, leveraging the diverse perspective of everyone involved.
To be a successful global PM you have to understand how you work successfully in a global workforce, how you perceive and work with others and how they can most effectively work with you.
Global corporations need talented project and program managers to execute on strategically aligned initiatives every year, to help them compete in a global marketplace. There is a growing need for PM’s who can work successfully in an increasingly globalized workforce.