Project Management in the Collaborative Age: Behind the Scenes

Here’s the transcript for those who prefer to read the text rather than watch the video:
Elizabeth Harrin: I have just arrived in Victoria, London, and I am searching for the Microsoft offices. Today, I will be leading a roundtable discussion about project management in collaboration age. It will discuss the changes that are driving our new ways of working and the ways we’re changing the way we do project management, such as globalization, virtual teamwork, and other things.
It would be interesting to hear from the practitioners about how their work life is changing, if it is. We also have software suppliers coming, so it will be fascinating to see their visions of the future and tools. So I’m going out to find where I need to be.
This is the Microsoft office on Victoria Street. So I’m about go in to meet Project Magazine staff who are hosting today’s roundtable.
At the round table:
Richard Gordon (Microsoft). It’s not about finding a common format. It’s not about finding a common format.
Fredrik Kellerman (ProjectPlace). I believe that our approach is to open up and allow people to see the progress of the entire project. It is important for customers to invite their stakeholders. If they can see the progress, there will be no surprises. This allows them to manage issues before they escalate into major problems.
Anne (project manager).: There’s so much information. It’s about getting the right information with the right contact, which is what I believe it requires.
James (project manager).
Elizabeth Harrin: We’re seeing that there’s a step change. This all comes down to communicating with stakeholders. That means they will need to have difficult conversations in order to bring these collaboration ideas to the forefront. Maybe we’re not equipped enough to buy new tools or create new ways to display information. We can at least be aware of it and ask the right questions.
Benjamin Sarkka (Improlity),: We need to do this. It’s slow because integration projects can be expensive and time-consuming. There are many IT projects that fail, and they have bad reputations. There is still much to be done, and in the meantime, project managers need to have the right tools to help them succeed. We are eagerly awaiting the perfect tool.
Editor of Project Magazine: This is a great point. Concerning the question of the right tools, I’m only interested in the opinions of the project managers around me: What do they think of the tools currently available? Are they up to the task? Do you believe they have the right tools? Also, from the software vendors: Are project managers really optimizing those tools? Are they able to see the potential and the capabilities that are available to them?
Matt (project manager). Matt: I am a technology expert and understand many things. But, I also love to listen.