The future of the management of projects in the 2030s

• Published in: International journal of managing projects in business Vol. 12; no. 2; pp. 242 - 266
• Main Authors: Walker, Derek, Lloyd-Walker, Beverley
• Format: Journal Article
• Language: English
• Published: Bingley Emerald Publishing Limited 13-06-2019; Emerald Group Publishing Limited
• Subjects: Baby boomers; Careers; Collaboration; Employment; Managers; Project management; Robots; Skills; Social responsibility; Technology adoption; Trends; Workers; Workforce; United Kingdom > UK; Work-life experience; Project practice; Skills and capabilities; Project management
• ISSN: 1753-8378; 1753-8386
• DOI: 10.1108/IJMPB-02-2018-0034

Purpose
The purpose of this paper is to explore recent literature on the impact of changes in the workplace environment and projected trends through to the year 2030. This allows the authors to identify and discuss what key trends are changing the nature of project organising work. The authors aim to identify what knowledge and which skills, attributes and experiences will be most likely valued and needed in 2030.
Design/methodology/approach
This paper is essentially a reflective review and is explorative in nature. The authors focus on several recent reports published in the UK and Australia that discuss the way that the future workforce will adapt and prepare for radical changes in the workplace environment. The authors focus on project organising work and the changing workplace knowledge, skills, attributes and experience (KSAE) needs of those working in project teams in 2030 and beyond. The authors draw upon existing KSAE literature including findings from a study undertaken into the KSAEs of project alliance managers working in a highly collaborative form of project delivery.
Findings
The analysis suggests that there is good and bad news about project workers prospects in 2030. The good news is that for those working in non-routine roles their work will be more interesting and rewarding than is the case for today. The bad news is that for workers in routine work roles, they will be replaced by advanced digital technology.
Research limitations/implications
Few, if any, papers published in the project organising literature speculate about what this discipline may look like or what KSAEs will be valued and needed.
Practical implications
This paper opens up a debate about how project management/project organising work will be undertaken in future and what skills and expertise will be required. It also prompts project managers to think about how they will craft their careers in 2030 in response to expected work environment demands. This will have professional and learning implications.
Social implications
The issue of the future workplace environment is highly relevant to the social context.
Originality/value
This paper is about a projected future some 12 years onward from today. It bridges a gap in any future debate about how project organising jobs may change and how they will be delivered in the 2030s.