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speculate how educational institutions and the professional project management associations might
best respond to it.

The following are the results from the focus groups—and as explained above—compiled directly from
their discussions:

The Project-oriented organization
• Organizational structure: There will be changes within companies, whereby the focus will move
from departmental structures to more focus on employees and projects. Employees will not be
in fixed positions but rather participate in projects as needed for a certain time. More emphasis
will be placed on defining employees’ competences and skills.
• Knowledge and processes: A new generation will be open for new ways and ideas of how with
regard to execute projects. ‘Gates’ and ‘phases’ will be used more, as well as program
management, which will become more consolidated. When it comes to employees, the focus
will be more on their flourishing and wellbeing. There will be an increased requirement for
employees to have comprehensive skills and a more general knowledge of project management.
• Strategy: There will be a clearer link between company strategy and project-orientation.
Business strategy and budgeting will increasingly take projects into account where projects and
project portfolios can be used effectively as to actualise both strategic and budgeting intentions.
Project management will be seen as having a high stand in the value chain and project portfolios
will link the shaping of strategy to execution for value. This will lead to more effective use of
portfolio management, which will in return result in better utilization of resources.
• Quality: Projects will increasingly be well-defined, and documentation will be centralized within
organizations. Projects will have pre-defined benefits and not defined by only cost, schedule and
quality.
• Resources: Resources will not necessarily be part of the organization, but rather be pulled in
based on the needs of projects. Project managers will be more specialized, and some might have
special expertise of portfolio management.
• Human factors: With more use of Artificial intelligence (AI) earned value and critical path will
become automatic, but the human factor will be the challenge. Project managers will be
challenged to combine people’s talents and to effectively get the most out of them.

Project management goes to the boardroom
• Ownership: There will be more focus on projects where project portfolios will be used
effectively, and projects will be ranked according to importance. Managers will have
ownership of projects related to the business.
• Information sharing: Projects will have a project sponsor, who will own the project and follow it
through as visible and measurable results will be seen as being increasingly important. Each
project will be well monitored, and reports will be made to managers.
• Change management: Change management will increasingly be used in business strategy
implementation.
• Education: Boards will demand more knowledge on project management and the focus will be
on projects and project management.
• Portfolio management: Managers will realize the value of project portfolio management and
the concept of value added in the context of PPP management.