While you will find tried, tested, and true aspects of project management software, millennials are bringing fresh perspectives – leveraging technological advancements and placing additional concentrate areas like economic, ecological, and social factors.
Alex Shootman, CEO at Workfront, a cloud-based enterprise work and project management software solution provider, said learning to assist millennials is key since “digital natives now rule, and can surge in power and influence on the next many years.”
“Just as with any immigrant and native inside a society, you will find differences, and people differences changes the office,” said Shootman. “Differences bring that digital natives see the workplace as egalitarian vs. hierarchical, they prefer telecommuting and flexible hours and the possiblity to constitute work remotely, (i.e., from the cafe with a weekend or throughout vacation).”
“Natives like multitasking or task switching and like to learn ‘just-in-time’ simply what is minimally necessary.” Shootman said millennials “interact and network simultaneously with lots of, even countless others. Egalitarian, flexible, task switching, just-in-time skills and highly networked. This is not the current work place.”
SEE: Millennials are doubly bored at the office as middle-agers, report says
Why the focus for the role of millennials in projects?
“By 2020, millennials is likely to make up half the worldwide labor force, by 2030, they’ll take into account 75%. Millennials’ aversion to hidden agendas, rigid corporate structures and data silos along with a willingness to educate yourself regarding new opportunities will fundamentally customize the nature of work or severely cost businesses,” said Eric Bergman, second in command of Cheap Project Management Books at Changepoint, a specialist services automation company. “Gallup estimates millennial turnover costs the united states economy $30.5 billion annually.” Bergman believes organizations will focus more extensively on employees and their needs to be able to address the negative impact of churn on productivity, quality, restore.
Exactly what does this suggest for project activities that support business goals?
Bergman declared last year, businesses realized their survival hinged on embracing digital transformation. Now, changing to shifting expectations means delivering IT capabilities that complement business priorities. Perhaps the most agile, tech-forward businesses are rewriting their playbook industry by storm evolving expectations.”
Marianne Crann, director, hr at Changepoint adds “Millennials are disrupting traditional business models. We’ve seen this in HR for years. These days, everyday processes should be updated to accommodate new generations of talent. They work differently and have different expectations. Businesses that discover that sweet spot-the the one that attracts talent without detracting through the success in the business-will gain happier staff and happier stakeholders, regardless of the generation.” Changepoint has even gone into greater detail on millennials and project management software inside their new 2017 trends report.
At GlassSKY, a company focused on the empowerment and continuing development of women, founder Robyn Tingley believes millennials differ inside their approach to timelines, collaboration, and communication. “Millennials use a far better feeling of work/life balance than Gen Xers,” she said. “This doesn’t suggest that they won’t place in an extension cord when the situation demands it, or answer correspondence after hours, but they will definitely expect that is the exception.” Tingley declared much more than other generations, millennials are drawing boundaries more clearly which this new thought process is a odds with the old ‘all nighter’ mentality of project management software deadlines. “It’s making project leaders rethink deadlines, the best way to schedule work and wins, key milestones what is truly realistic and achievable as soon as your key players clock out prior to the first choice, and prior to anyone from the older generations expect,” said Tingley. “It also means selection must be placed on steroids…in case your associates will probably be productive just for 8 hours, you simply can’t you can keep them spending 2-3 of these daily in meetings presenting powerpoints and flow charts to acquire consensus around change requests and scope adjustments.”
When it comes right down to collaboration Tingley said millennials excel: “They are true team players and love to solicit inputs and views and so are natural connectors.” Plus they expect tools to hold pace. “Static whiteboards that can’t be seen unless you please take a snapshot, SharePoint sites, Excel spreadsheets, companies that do not have adequate video conference solutions are dinosaurs to them,” said Tingley. “Project managers must embrace and support modernized software that can handle collaborative brainstorming, real-time updates, multiples readers and users, integrated video, voice plus more.”
Regarding communication, Tingley said millennials are “the true tech generation; gadget-friendly, always on, highly responsive tech connoisseurs, plus they communicate in a nutshell bursts of emojis and splintered spelling. Email just will not work to align teams, manage inputs, and drive performance.” Using the rise of virtual workers and geographically-distanced teams, Tingley predicted that project management software apps can be the new norm. “The future just may entail millennials working at the local coffeehouse, uploading a visible chart they only drew or possibly a photo they snapped of something inspirational, and the entire team can see it and produce into it, click to vote yes/no, drag it to a higher two-quarters out for the future phase, etc,” she said.
How must millennials see their role in projects and influence on business goals?
“The millennial generation has become dubbed the ‘selfie generation,'” said Daniel Malak, who works well with Motionloft, a company of hyperlocal pedestrian and vehicle traffic sensors. “I love to think it’s more the ‘self-starter’ generation. Young professionals understand that in reducing student education loans, advancing inside their career, and establishing relevant experiences for growth uses a decisive attitude towards dealing with and leading new projects.”
Malack, a millennial, believes his generation is interested in not simply meeting expectations of an project, but exceeding them. “Millennials are nimble and can adapt faster to changes better than others,” he stated. “Younger associates can oftentimes become more determined to deliver, which presents an interesting situation where projects become opportunities instead of hurdles…deadlines are managed over the implementation of recent communication methods, which can both expedite the job and improve the net profit at the same time.”
What should companies take away from this?
Millennials include the future, bringing newer perspectives plus more innovative approaches. Companies must harness their contributions and recognize the actual potential they possess.
Technologies are almost wired into the DNA of the tech savvy group in such a way the last generations may not grasp and appreciate. As a result millennials a hybrid solution in of themselves and a powerful resource for projects.
Millennials shouldn’t be automatically mistaken as ‘not as experienced’, or unaware. They’ve surface by having a business climate that is certainly more diverse, complex, dynamic, e-mail, more stressful than other generations. As a result their experiences and contributions highly valuable. Project teams should leverage their varied insights for improved outcomes.
When companies can harness the full combined potential of previous generations and millennials, the results can provide a sustainable solution than depending upon only one or the other.
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