By Priti Asthana
Project Management 1.0 techniques have been proven effective during early 1970’s for managing large projects in the commercial industries like construction & pharmaceuticals when the economy and technology were stable (Raymond E. Levitt (2011). However as the technology rapidly advanced, these practices and methodologies seem to be ineffective. PM 2.0 methodology was evolved to overcome some limitations and challenges faced with PM 1.0 practices. The tools and methodologies with PM 2.0 are structured more to adapt the agility of environments and technologies. The paper reviews the evolution of PM 1.0 and PM 2.0 and discusses its strengths and weaknesses.
Project Management, PM 1.0, PM 2.0, agile, governance, Project Management practices
The role of project manager has evolved in the recent past. Traditionally, a project manager strictly served the purpose of coordinating the execution of easy-to-understand activities typically availed in the form of a worksheet at the start of the project. The project manager would embrace an agenda consisting of tasks deliverable within set timelines. As such, the traditional manager never conducted project due diligence, participated in the process of project approval or confirmation of the strategic value of the items contained in the worksheet just to justify undertaking a project (Konstantopoulos, 2010). Therefore, the key role of a traditional project manager was to deliver the items found in the checklist within the set time.
Today, the role of a project manager has changed. Project managers today must holistically diagnose the prevailing internal and external environments of the organization and present facts to justify the need for a project before its initiation. Most often, project managers today are engaged in the business justification for carrying out a project, proposition of solutions that will meet business needs and determination of the executable tasks needed to create the proposed product.
The already established project management practices are referred to as PM 1.0 and the new management practice age referred to as PM 2.0. Advances in technology and flow of information have proved that PM 1.0 is ineffective methodology to manage most projects in the modern age. This has led to the development of new project management ways, PM 2.0, which centers on new project management techniques, good project governance, increased engagement with project stakeholders, and other important information reporting by means of metrics, key performance indicators (KPIs) and dashboards (Microsoft Inc., n.d). This paper will compare and contrast PM 1.0 and PM 2.0 practices, and thereafter suggest the way forward.
About the Author
Pittsburgh, PA, USA
Priti Asthana has more than 10 years of information technology management experience with focus in project management, leadership, design and development for diverse industries. She is a certified Project Management Professional (PMP), Certified Scrum Master (CSM) and Certified Informatica Developer. She is an expert in information systems technology, project planning, strategic planning, systems analysis and troubleshooting, quality control, forecasting, scheduling and planning, and tracking of results. Priti is highly knowledgeable in software development, requirements analysis, data warehouse architecture, ETL and database design, and excel, and at creating and implementing technical and operational plans and strategies. Priti Asthana can be contacted at firstname.lastname@example.org