In an ever more competitive and global business world access to the best talent and ideas is critical. Enabled by modern collaboration technologies leading companies like Dell, Proctor & Gamble and Starbucks are using open innovation to become more competitive. Enterprises across the globe are becoming more open and engage and drive value from communities, crowds, customers, employees, partners, supplier or freelancers. The critical success factors for an open enterprise are social and digital media mastery, an open and flexible IT platform and the projectization of work.
This event takes a deeper look into the emerging trend of projectization of the workplace. Projectization is becoming a critical organizational capability to engage, manage and drive tangible results from a broad set of internal and external stakeholders. In contrast to optimized and automated business processes, projects are much better suited to leverage new ideas and people. As organizations re-balance innovation and operations projects will become increasingly important for business success. Project Management becomes a key organizational capability and skill set providing exciting new career prospects for project managers.
Key questions answered
- How does the future for organizations look like?
- What is projectization?
- What are the signs that projectization is happening?
- How is it done?
- What are the benefits?
- What are the challenges?
- What are the chances and changes for project managers?
CEO, Forward Intelligence Group, MbA, PMP
Thomas Martin a thought leader in strategy, entrepreneurship, innovation, leadership and future thinking.
During his more than 20 years as a business manager, management and technology consultant he has helped multi-national companies in the US, Europe, Africa and Asia to develop and refine their strategies, decision making processes, leadership capabilities and technology portfolios. As an entrepreneur and manager at A.T. Kearney, Capgemini and Microsoft he started and managed several business units and functions up to USD162m. He holds an MBA from European Business School in Germany and is a member of the PMI, Strategic Management, World Future and IEEE Computer Societies.
With a vision of “sharing is learning”, PMI Thailand’s content committee periodically interviews members of our PMI Thailand community to share their views on project management and on PMI Thailand. The first interviewee is K. Yodchai Apisitpaisarn, former President of PMI Thailand. The interview was done by Robert van Geijn, member of the content committee. Read More →
Author: Kevin Taylor, PMP
Projects that require a virtual component can be complex. This is especially true if related meetings are carried out in more than one country. Two areas come to mind when dealing with virtual projects: technology and people. Read More →
Author : Athrym Ong
In our recent economic slowdown the intake of project management by companies has spiraled negatively. When the economic market is in a downtrend, organizations may tighten up their budgets and revise their projects on hand. For organizations who position projects as their services, such as construction companies, consulting companies and the like, the management may opt for synergetic and multi-tasking approaches through which their existing resources are optimized by assigning them to multiple projects at the same time. For other organizations, the management may opt to assign their human resources to internally complete business related projects instead of engaging a management consultancy company on a full-scale basis. As a result, the total engagement of projects is affected. Read More →