While you’ll find tried, tested, and true areas of project management, millennials are bringing fresh perspectives – leveraging technological advancements and placing additional focus in areas like economic, ecological, and social factors.

Alex Shootman, CEO at Workfront, a cloud-based enterprise work and project management solution provider, said learning how to use millennials is vital since “digital natives now rule, and definately will boost in power and influence over the next many years.”

“Just like all immigrant and native inside a society, you’ll find differences, and those differences will change work,” said Shootman. “Differences include that digital natives see the workplace as egalitarian vs. hierarchical, they prefer telecommuting and versatile hours and also the possiblity to constitute work remotely, (i.e., from a cafe on a weekend or during 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 many different, even countless others. Egalitarian, flexible, task switching, just-in-time skills and highly networked. It’s not the existing work place.”

SEE: Millennials are twice as bored at work as middle-agers, report says

Why the main objective on the role of millennials in projects?

“By 2020, millennials will make up half the world labor pool, by 2030, they’ll are the cause of 75%. Millennials’ aversion to hidden agendas, rigid corporate structures and knowledge silos as well as a willingness to educate yourself regarding new opportunities will fundamentally customize the nature of work or severely cost businesses,” said Eric Bergman, vice president of Cheap Project Management Books at Changepoint, a professional services automation company. “Gallup estimates millennial turnover costs the usa economy $30.5 billion annually.” Bergman believes organizations will focus more extensively on employees in addition to their needs as a way to address the negative impact of churn on productivity, quality, and service.

Simply what does this mean for project activities that support business goals?
Bergman declared this past year, businesses realized their survival hinged on embracing digital transformation. Now, changing to shifting expectations means delivering IT capabilities that complement business priorities. 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 have seen this in HR for many years. But now, everyday processes should be updated to allow for new generations of talent. They work differently and still have different expectations. Firms that discover that sweet spot-the the one which attracts talent without detracting in the success of the business-will gain happier staff and happier stakeholders, no matter the generation.” Changepoint has gone into greater detail on millennials and project management inside their new 2017 trends report.

At GlassSKY, an organization dedicated to the empowerment and development of women, founder Robyn Tingley believes millennials differ inside their approach to timelines, collaboration, and communication. “Millennials have a far better a sense work/life balance than Gen Xers,” she said. “This doesn’t mean that they can won’t place in extra time if the situation demands it, or react to correspondence after hours, however they will most likely expect that to be the exception.” Tingley declared more so than other generations, millennials are drawing boundaries more clearly and that this new attitude are at odds together with the old ‘all nighter’ mentality of project management deadlines. “It’s making project leaders rethink deadlines, how to schedule work and wins, key milestones what is truly realistic and achievable as soon as your key players clock out sooner than the best, and sooner than anyone within the older generations expect,” said Tingley. “It entails decisions must be wear steroids…in case your team members will be productive for just 8 hours, you can’t keep these things spending 2-3 of these on a daily basis in meetings presenting powerpoints and flow charts to have consensus around change requests and scope adjustments.”

When considering as a result of 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 if you don’t require a snapshot, SharePoint sites, Excel spreadsheets, and corporations that don’t have adequate video conference solutions are dinosaurs in their eyes,” said Tingley. “Project managers need to embrace and support modernized software that could 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 won’t work to align teams, manage inputs, and drive performance.” Together with the rise of virtual workers and geographically-distanced teams, Tingley predicted that project management apps will end up the newest norm. “The future just may entail millennials working in the local restaurant, uploading a visible chart they only drew or perhaps a photo they snapped of something inspirational, and also the entire team can see it and make about it, click to vote yes/no, drag it to another two-quarters out for the future phase, etc,” she said.
How do 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 best for Motionloft, a service provider of hyperlocal pedestrian and vehicle traffic sensors. “I love to think it’s more the ‘self-starter’ generation. Young professionals recognize that in paying down student education loans, advancing inside their career, and establishing relevant experiences for growth uses a decisive attitude towards signing up for and leading new projects.”

Malack, a millennial, believes his generation has an interest in not just meeting expectations of your project, but exceeding them as well. “Millennials are nimble and can adapt faster to changes superior to others,” he stated. “Younger associates can oftentimes be going to deliver, and that presents a fascinating situation where projects become opportunities rather than hurdles…deadlines are managed from the implementation of recent communication methods, which can both expedite the job and increase the important thing simultaneously.”

What should companies take away from this?

Millennials would be the future, bringing newer perspectives plus more innovative approaches. Companies need to harness their contributions and recognize the true potential they possess.
Technologies are almost wired to the DNA of this tech savvy group with techniques the first sort generations may not grasp and appreciate. This will make millennials a hybrid solution by themselves and a strong resource for projects.
Millennials really should not be automatically mistaken as ‘not as experienced’, or unaware. They’ve show up through a business climate that’s more diverse, complex, dynamic, and yes, more stressful than other generations. This will make their experiences and contributions highly valuable. Project teams should leverage their varied insights for improved outcomes.
When companies can harness the entire combined potential of previous generations and millennials, the result may offer a much more sustainable solution than counting on just one or the other.
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