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Presenter: Antonio Nieto-Rodriguez, Author, The Project Revolution
Every aspect of our lives is becoming a set of projects. The speed of change witnessed in the past decade has radically affected the way we organize and manage our companies and work. Many of the traditional activities in organizations will soon be carried out by automation and robots. In this new landscape, projects are becoming an essential model to create value. In short, we are witnessing the rise of the project economy.
By 2025, regardless of industry or sector, senior leaders and managers will spend at least 60% of their time selecting, prioritizing, and driving the execution of projects, predicts Antonio Nieto-Rodriguez, renowned Thinkers50 expert, Lecturer, Author, PMO Director and 2016 PMI. Nieto-Rodriguez believes that “we will all become project leaders, but many of us are not prepared for this shift.”
According to recent research, the number of individuals working in project-based roles will increase from 66 million (in 2017) to 88 million (forecast 2027). And the value of project-oriented economic activity worldwide will grow from $12 trillion (in 2013) to $20 trillion (forecast 2027). Those are millions of projects requiring millions of project leaders per year.
In this landscape, the percentage of work activities performed as part of projects is markedly increased as projects are becoming an essential model to deliver change and create value around the world. The so-called gig economy is also driven by projects. Make no mistake, we are witnessing the rise of the project economy.
The good news is that project-based work is human-centric – leaders are the levers who will drive the work with new approaches.
Imagine a world in which most projects – personal, social, corporate, organizational and governmental – are successfully accomplished. There is work to be done. Only a select few projects deliver their purpose, meet their expected goals, achieve sustainable benefits, satisfy most stakeholders, meet their deadlines and stay within their original financial budget. So what is the secret? What can we learn from the thousands of failed projects? And how can we develop a framework or tool that guarantees, or at least significantly increases the chance of, project success?