Project management 2.0

Project Management 2.0cite web
url = http://www.wrike.com/projectmanagement/01/15/2008/Definition_of_Project_Management_2_0
date =Jan 15, 2008
title = Definition of Project Management 2.0
author= Andrew Filev
accessdate=2008-01-31] (social project managementcite web
url = http://www.slideshare.net/leisa/social-project-management
date =June 20, 2007
title = Social Project Management
author= Leisa Reichelt
accessdate=2008-01-31] ) is the natural evolution of project management practices brought by Web 2.0 technologies. This second-generation Web environment has imposed itself by virtue of new Web services and applications, which quickly replace traditional project management software. Such applications include: blogs, wikis, collaborative software, etc. With broadband as the new utility, virtual teams now can work together much more efficiently by utilizing the new-generation, Web-based project management toolscite web
url = http://www.allpm.com/modules.php?op=modload&name=News&file=article&sid=1606&mode=thread&order=0&thold=0
date =September 06, 2006
title = Project Management Wiki! Everything, Everywhere and Everybody’s Project
author= Dr. Kifah Jayyousi
accessdate=2008-01-31] . These tools challenge the original definition of project management. Project Management 2.0 represents a dramatic shift toward having collaboration as the heart of project management. The transformation appears in the role of the project manager and in the interaction with clients.

Comparison of Traditional Project Management and Project Management 2.0

Traditional project management is based on the project manager’s controlcite web
url = http://www.pmforum.org/library/tips/2007/PDFs/Hass-5-07.pdf
date =May, 2007
title = The Blending of Traditional and Agile Project Management
author= Kathleen Haas
accessdate=2008-01-31] . It places the manager in the center of the project work, as he needs to collect all the information from the team, process it and then communicate to upper management. It can be hard for the manager to bring the project plan to life due to the fact that all the information on the project is concentrated only around a single person — himself.

New-generation project management tools make it possible to create a collaborative space, and everyone involved in the project is able to contribute to the project work in this space. A project is led and developed by the whole team, and each team member has the full information on the project. Project progress is visible to everyone on the team. A project manager from a Taskmaster becomes a project visionary and chooses the right direction for the project developmentcite web
url = http://www.projectmanagerplanet.com/leadership/article.php/3701031
date =September 21, 2007
title = Project Management 2.0
author= Chris Lynch
accessdate=2008-01-31] . The new-generation tools take away part of his burden and allow him to lead the project team.

With insight and collaboration driving a project, people and businesses are accomplishing much more than when they did with traditional project management rules that build work around a project management system, rather than the having a project management system being built around the work.

New-generation technologies bring collective intelligence into the project management process and open the way to another successful practice — emergent structures.

Together, these powerful principles determine key differences between Project Management 2.0 and traditional project management:

Criticism

Project Management 2.0 is sometimes treated as a neologism and a marketing buzzword. The argument exists that Project Management 2.0 does not represent a new way of executing project management and delivering projects, but just a variation of traditional project management. Sometimes Project Management 2.0 is regarded as a separate methodology of project management that can be applied to small projects only.

See also

*Groupware
*Social software
*Collaborative software

References