Project management 2.0
Project Management 2.0[1] (social project management[2]) is the natural evolution of project management practices brought by Web 2.0 technologies. This second-generation Web environment has imposed itself by virtue of new Web services and applications, which quickly replace traditional project management software. Such applications include: blogs, wikis, collaborative software, etc. With broadband as the new utility, virtual teams now can work together much more efficiently by utilizing the new-generation, Web-based project management tools[3]. These tools challenge the original definition of project management. Project Management 2.0 represents a dramatic shift toward having collaboration as the heart of project management. The transformation appears in the role of the project manager and in the interaction with clients.
New-generation project management tools make it possible to create a collaborative space, and everyone involved in the project is able to contribute to the project work in this space. A project is led and developed by the whole team, and each team member has the full information on the project. Project progress is visible to everyone on the team. A project manager transforms from a Taskmaster to become a project visionary and chooses the right direction for the project development [5]. The new-generation tools take away part of his burden and allow him to lead the project team.
With insight and collaboration driving a project, people and businesses are accomplishing much more than when they did with traditional project management rules that build work around a project management system, rather than the having a project management system being built around the work.
New-generation technologies bring collective intelligence into the project management process and open the way to another successful practice — emergent structures.
Together, these powerful principles determine key differences between Project Management 2.0 and traditional project management:
Comparison of Traditional Project Management and Project Management 2.0
Traditional project management is based on the project manager’s control[4]. It places the manager in the center of the project work, as he needs to collect all the information from the team, process it and then communicate to upper management. It can be hard for the manager to bring the project plan to life due to the fact that all the information on the project is concentrated only around a single person — himself.New-generation project management tools make it possible to create a collaborative space, and everyone involved in the project is able to contribute to the project work in this space. A project is led and developed by the whole team, and each team member has the full information on the project. Project progress is visible to everyone on the team. A project manager transforms from a Taskmaster to become a project visionary and chooses the right direction for the project development [5]. The new-generation tools take away part of his burden and allow him to lead the project team.
With insight and collaboration driving a project, people and businesses are accomplishing much more than when they did with traditional project management rules that build work around a project management system, rather than the having a project management system being built around the work.
New-generation technologies bring collective intelligence into the project management process and open the way to another successful practice — emergent structures.
Together, these powerful principles determine key differences between Project Management 2.0 and traditional project management:
| Traditional Project Management | Project Management 2.0 |
|---|---|
| Centralization of control | Decentralization of control |
| Top-down planning | Bottom-up planning |
| Authoritarian environment | Collaborative environment |
| Implied structure | Emergent structures |
| Limited/Restricted Access to the plan | Organized/Unlimited Access to the plan |
| Local Access to information | Global/Live Access to information |
| Limited Communications within team | Unlimited Communications within team |
| Separate projects | Holistic approach |
| Overly complex tools | Easy to use tools |
| Rigidity of tools | Flexibility of tools |
Criticism
Project Management 2.0 is sometimes treated as a neologism and a marketing buzzword. The argument exists that Project Management 2.0 does not represent a new way of executing project management and delivering projects, but just a variation of traditional project management. Sometimes Project Management 2.0 is regarded as a separate methodology of project management that can be applied to small projects only.See also
References
- ^ Andrew Filev (January 15, 2008). "Definition of Project Management 2.0". http://www.wrike.com/projectmanagement/01/15/2008/Definition_of_Project_Management_2_0. Retrieved 2008-01-31.
- ^ Leisa Reichelt (June 20, 2007). "Social Project Management". http://www.slideshare.net/leisa/social-project-management. Retrieved 2008-01-31.
- ^ Dr. Kifah Jayyousi (September 6, 2006). "Project Management Wiki! Everything, Everywhere and Everybody’s Project". http://www.allpm.com/modules.php?op=modload&name=News&file=article&sid=1606&mode=thread&order=0&thold=0. Retrieved 2008-01-31.
- ^ Kathleen Haas (May, 2007). "The Blending of Traditional and Agile Project Management". http://www.pmforum.org/library/tips/2007/PDFs/Hass-5-07.pdf. Retrieved 2008-01-31.
- ^ Chris Lynch (September 21, 2007). "Project Management 2.0". http://www.projectmanagerplanet.com/leadership/article.php/3701031. Retrieved 2008-01-31.
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