Future of Project Management in Term Paper

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There needed to be a much greater level of coordination, communication and collaboration for the full benefits of project management initiatives and strategies to succeed. One of the best practices that emerged from the shift to a leadership and organizational basis of project management is the essential role of Emotional Intelligence (EI) as a galvanizing factor of making projects more relevant and accomplished in complex organizations (Clarke, 2010).

Where authoritarian and transactional management leadership had been sufficient for managing projects during the systems perspective era (Kioppenborg, Opfer, 2002) those leadership skill sets were not sufficient for the era of leadership and organizational behavior (Keegan, Hartog, 2004). This fundamental shift in project management perspective also corresponded to a shift in the expectations, need and requirements of a subsequent generation of knowledge workers as well (Keller, 2006). No longer would be authoritarian and transactional work. The entire culture of how projects were managed had to shift to a more transformational leadership style that was marked by very high levels of Emotional Intelligence (EI). Not only would project managers have to concentrate on this aspect of leadership, they would need to also concentrate on making sure their skill sets included the core building blocks of II. These included having enough self-awareness to understand empathy they were providing, motivation levels they were delivering, self-awareness, self-regulation and social skills (Keller, 2006).

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These are the most critical factors in defining the skill set that project managers need in the 21st century to excel in their roles

(Clarke, 2010) (Keller, 2006).

Project Management as a Social Science

The arguments for project management as a social science are predicated on the multidisciplinary approach used for defining its best practices from a leadership and organizational behavior perspective (Shenhar, Dvir, 2007). The debate of whether project management is a problem-driven or central paradigm perspective illustrates how varying industries are integrating project management into their cultures and processes for product development. Of these two approaches the central paradigm has more of a strategic definition and one that takes into account direct and indirect stakeholders. Project management is going to evolve into a strategic asset for organizations who excel at this aspect of orchestrating limited resources, both from a time and materials standpoint. Given the expanded role of project management from a central orchestration standpoint, the central paradigm will become dominant (Shenhar, Dvir, 2007)......

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