As we undergo a digital transformation at ISACA, one key element has been strategic project management. This is a shift from when I officially started my career in project management many years ago at a legal publishing company. At the time, I worked to document tasks using strictly waterfall methodology. I supported my team by tracking tasks and removing obstacles.
In my current project management role at ISACA, reflecting the general project management shift across the industry, the basics haven’t changed, but I find myself in situations where I am helping define strategy and looking holistically across the organization at competing priorities, strategic initiatives and resource constraint. To stay relevant, project managers must work to redefine their roles, and grow and change with the pace of their organization. Personally, I find it helpful to focus on the resources, my project team, and look ahead and plan for the capacity needed to complete the goal of the project.
As I think back to how I previously planned, it seems silly to have done a bunch of detailed planning with the least amount of information. As technology teams are shifting to an agile approach, project management can do the same, utilizing iterative planning. The further along into the project you are, the better the planning becomes.
A recent opportunity that we took advantage of using iterative planning was to introduce a much more comprehensive change management process into a platform replacement program. We started at a high level, using a building block approach of sharing insights into the platform, and worked further toward demoing our instance of the application. As a final step, we will build training pathways specific to each team’s roles. In retrospect, this evolution makes the most sense. The main point is that planning is still needed. Someone needs to holistically look ahead and weave together the team necessary to ensure success. Coordination and removing obstacles will always be required.
Communication skills are also key because making sure all pertinent information is shared at all levels is a key responsibility for project managers. Many times, decisions are made at various levels of the organization, and let’s be honest, that direction doesn’t always trickle down to all relevant parties. As a project manager, I have to keep my ears open and always be listening and making connections to the work my project teams are doing.
Project management is increasingly recognized as a key function in digital transformation. In fact, Arup.com predicts every top-100 firm will have a project management professional in at least one C-suite role by 2030.
I know most of this might seem basic, but the strategic approach required for effective project managers shouldn’t be underestimated. If you have worked with good project managers, you know they can be major contributors to the success of your project.
To summarize, for project management to best facilitate a successful digital transformation, three key factors are essential:
- Treat project management as a strategic function.
- Plan iteratively and flexibly, using an agile approach.
- As you build your project team, look for skills like the ability to improvise and adapt, communication and networking aptitude, and vision.
Editor’s note: Find out more about ISACA’s ongoing digital transformation initiatives here.
