3 Emerging Trends in Project Management

Marketing Dept

PUBLISHED:

December 5, 2023

3 Emerging Trends in Project Management

Project management tools, methods, and technologies keep evolving, giving managers new ways to create, manage, and execute projects. At CIAM, we equip learners with the skills and confidence to develop their professional edge in project management. Our MBA project management courses cover the fundamentals and key concepts of project analysis and organizational management. Here is more information about three emerging trends in the field of project management:


1. Evolving Technology

Project management tools and technologies are constantly evolving. The advent of low-code and no-code development allows project managers to design custom in-house management tools. Modern project management tools are built to seamlessly integrate with existing time tracking, resource management, CRM, and accounting software. Project managers can also use other management software, including portfolio management, collaboration, data analytics, visualization, and change management platforms. Project managers and their teams use rapidly advancing technologies like automation, artificial intelligence, and machine learning. These technologies, rapid growth rates and improvements

can make software selection challenging. Digital project managers must expand their skill set to evaluate and prioritize the right technology that can adapt to new advancements. Our MBA project management courses can give you an understanding of efficient project management software to help you identify, evaluate, and adopt the right technology for your projects.


2. Hybrid Methodologies

Project management methodologies have evolved from traditional Waterfall to Agile approaches, but hybrid models are gaining the most traction. Organizations are shifting from a single-methodology system to hybrid models involving multiple project management methodologies that allow for more flexibility. Project managers can borrow ideas from different methodologies to match their work environments. They have multiple methodologies to consider when looking for the right fit for their projects and environments, like Scrum, Six Sigma, and Lean. Traditional approaches like Waterfall focus on strict process planning and future analysis for risk mitigation. Modern Agile methodologies offer the flexibility to change paths during the project with adaptive teams and simpler task objectives. Agile approaches work great for software development teams. CIAM helps students explore these methodologies by offering a course in project management in practice. The course explores key concepts and emerging trends in project management methodologies.


3. Remote Work

The preference for remote and contract work has risen, with staffers and freelance project managers opting for distributed project teams. Location dependence is being phased out, and project managers are adapting their strategies to manage remote teams. Remote work involves optimizing communication systems and maintaining team cohesion and project transparency. This new workspace also propels collaborative innovations like cloud-based project management software and video conferencing platforms. Digital project management is a high-demand freelancing skill, and more companies are embracing remote project managers and co-working arrangements. Project managers must reevaluate their processes and schedules to accommodate teams in different time zones and cultures. This digital environment also increases project managers reliance on data analysis and software tools to reduce project complexity. Project managers can use management software to review reports, issue new assignments and briefings, and monitor task progress remotely.


Enroll in the MBA Project Management Program

CIAM is dedicated to teaching the philosophies of management as a liberal art and offers several MBA program emphases, including project management. Our MBA project management course gives students the practical tools to guide projects in marketing, finance, healthcare, accounting, and other industries. Contact us today to learn more about our project management courses and how they can help develop your professional skills.

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By Marketing Dept • May 14, 2025
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A poster for jewish american heritage month with an american flag in the background

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When Agile Scrum Meets Peter Drucker: Aligning Modern Method with Timeless Strategy

By Dr. Cindy Cheng • April 14, 2025
When Agile Scrum Meets Peter Drucker: Aligning Modern Method with Timeless Strategy Agile Scrum (scrum) is the primary methodology teams use to create value through quick and continuous delivery. What are the connections between the modern scrum framework and Peter Drucker's Theory of Business? Both frameworks function on different levels at first sight. Scrum functions at a tactical level, whereas the Theory of Business operates at a strategic level. Yet, examining the two frameworks uncovers key intersections supporting organizational agility and stability. Agile Scrum Methodology Scrum employs an iterative approach to product development. Teams complete product segments in “sprints” that typically span two to four weeks. Collaboration and continuous feedback are at the forefront of Scrum methodology, emphasizing adaptive responses to change (Schwaber & Sutherland, 2020). Scrum teams operate cross-functionally as self-directed units with the managers to make decisions and solve problems efficiently. Scrum fundamentally focuses on achieving the correct tasks rapidly and efficiently through transparency and ongoing enhancement (Beck et al., 2001). Drucker’s Theory of Business Peter Drucker’s Theory of Business provides a strategic framework organizations can use to achieve success. The theory argues that every successful organization is built on three assumptions: its environment, mission, and primary competencies. The organization achieves success when its assumptions align with reality. Business becomes vulnerable to failure if its fundamental assumptions do not align with reality. According to the Theory of Business, organizations must evaluate their foundational assumptions continuously. Businesses must continually assess if their foundational beliefs align with the surrounding environment to ensure their theory remains valid (Drucker, 1994). Where Scrum and Drucker’s Theory Connect Scrum and the Theory of Business function at distinct levels but share foundations in feedback mechanisms, adaptability principles, and customer-centric operations: • Continuous Improvement: The Scrum methodology includes iterative refinement through sprint reviews and retrospectives. According to Drucker, organizations must review their strategic assumptions to maintain viability (Drucker 1994). • Customer Centricity: Scrum uses direct user feedback to determine immediate development requirements (Beck et al. 2001), while Drucker advises leaders to predict future customer demands (Drucker, 2006). • Adaptability: Scrum, together with the Theory of Business, promotes the principles of learning and remaining responsive while being agile. Scrum functions at the project level, whereas Drucker operates at the organizational level. Scrum functions as the operational "how," delivering products quickly, while Drucker’s Theory of Business explains the strategic "why" behind product development initiatives. Conclusion Numerous organizations implement Scrum processes yet have not evaluated their overarching strategies. These organizations will master executing incorrect strategies without Drucker’s Theory of Business. A great strategy loses its potential value when it lacks agile implementation (Rigby et al. 2018). Organizations that merge Scrum with Drucker's Theory of Business establish a winning position for success. Organizations need to move efficiently to survive constant change and understand the purpose behind their movements. Scrum enables organizations to respond swiftly to changes, while Drucker’s Theory of Business empowers organizations to move with intent. Combining these frameworks creates a strong harmony between practical execution and strategic vision. References Beck, K., Beedle, M., van Bennekum, A., Cockburn, A., Cunningham, W., Fowler, M., ... & Thomas, D. (2001). Manifesto for Agile Software Development. Agile Alliance. https://agilemanifesto.org/ Drucker, P. F. (1994). The theory of the business. Harvard Business Review, 72(5), 95–104. https://hbr.org/1994/09/the-theory-of-the-business Drucker, P. F. (2006). The effective executive: The definitive guide to getting the right things done. Harper Business. Rigby, D. K., Sutherland, J., & Noble, A. (2018). Agile at scale. Harvard Business Review, 96(3), 88–96. https://hbr.org/2018/05/agile-at-scale Schwaber, K., & Sutherland, J. (2020). The Scrum Guide™: The Definitive Guide to Scrum: The Rules of the Game. Scrum.org. https://scrumguides.org
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