iscover
Across Australian organisations, regardless of the industry, project management has become a widespread responsibility taken on by individuals despite it not being part of an employee’s scope, within their job description or the employee having expertise or experience in managing projects.
The increasing prevalence of project management does not indicate an increased level of formal training in program management or that Australian employees have a particular knack or knowledge in this field. Many individuals are simply finding themselves managing projects as part of their job responsibilities. This trend has created the “citizen project managers”, those who undertake the role of a project manager despite it not actually being part of their role.
Smartsheet’s Future of Work Management Report found that nearly all (90 per cent) of Australian employees have seen or experienced negative consequences from working with an improperly managed project team – including having to work more hours, duplicating work, experiencing burnout and missing deadlines. Many businesses are operating under a “resource recession”, struggling to get qualified project managers and provide the right technology and support to employees.
The research showed that 45 per cent of Australian respondents believe their organisation doesn’t staff projects appropriately, with 31 per cent stating that projects are understaffed. Over four in five Australians (83 per cent) said projects at their company are sometimes, often or always managed by people who do not have a formal project management title or role. Currently, teams are not receiving the support or tools they need to succeed. The negative effects are tangible, ranging from direct career setbacks, such as employees searching for new jobs or decreased morale. Consequently, the productivity of teams suffers as a result.
Fortunately, there are ways to move forward and transform the resource recession into a resource revolution. The results indicate an opportunity for organisations to embrace this change and make significant improvements in project management practices.
Shift the deadline mindset
Successful project management will require a major mindset shift away from one-off projects and toward building repeatable, scalable processes that enable seamless project work and improved collaboration across teams.
The middle work, or the work that happens day in and day out, is what data has shown to be critical to project success. The most important components of the middle work include establishing workflows, incrementally completing smaller tasks, communicating well, and collaborating as a team. This demonstrates that a project’s success is dependent on removing the hurdles in the middle work, so that teams can focus on achieving goals.
The most common project issues include duplicating work that has already been done (37 per cent), throwing out unneeded or irrelevant work (27 per cent), and sending out outdated or incorrect information (23 per cent). Report data shows that irrespective of deadlines, there is a clear connection between effectively managed projects and job satisfaction, with almost half (45 per cent) of Australian employees reporting that when projects run smoothly, stress is lower.
Invest in the right tools and programs
It is crucial to recognise that successful project management requires a specific skill set and understanding of best practices. Without proper training or adequate tools, individuals may struggle to navigate complex project requirements, effectively coordinate team members, allocate resources efficiently, and meet project objectives within the given constraints. Less than half (43 per cent) of Australian respondents feel their company is investing as it should in tools and processes to address common project management challenges.
Organisations must prioritise training and support to employees who are involved in project management, ensuring they have the necessary skills and knowledge to successfully handle projects. Investing in professional development opportunities, mentoring programs, and project management tools can significantly enhance project outcomes and contribute to the overall success of the organisation.
The importance of visibility and knowledge sharing
With talent shortages and experience deficits, organisations need to take advantage of projects that have been successfully run in the past. This can be done by sharing lessons learnt across the business so that teams can establish the most efficient processes to give all projects a greater chance of success.
An effective work management system enables teams to work collaboratively even when they are remote, giving visibility into all of the work the team is doing, while still providing leadership visibility into the work being done across the organisation.
The future of project work
Shifting focus beyond simple deadlines and creating a sturdy framework of processes should be the first call to action for any business struggling to deliver project work successfully. Aided by technology designed specifically to ease the burden of common project challenges, even the unofficial project manager can be set up for success, delivering strong work even as their own skill sets develop.
By investing in the right tools to empower citizen project managers to be effective in a decentralised and flexible way, organisations and employees alike can enjoy the benefits of hybrid work with higher quality work, efficiency and greater collaboration between teams.
By Nigel Mendonca, vice-president, Asia Pacific and Japan, at Smartsheet.
