The landscape for project management has changed significantly over the past decade.

PM 2.0 was heavily based on rapid sharing of metrics displayed on dashboards and was often called “Socialized Project Management” because of the new ways to communicate project information to all stakeholders.

PM 3.0 looks to reduce and refine the information overload created from PM 2.0 and identify new business-related metrics that can validate that projects are aligned with strategic corporate objectives. It is business-driven project management using value creation with a heavy focus on building a portfolio of projects. 

We have gone from managing individual projects to managing a portfolio of projects, which requires a much better understanding of organizational capacity planning for critical resources assigned to the projects in the portfolio.

Join Dr. Harold Kerzner to learn how PM 3.0 will effect:

  • The Executive Level – PM 3.0 addresses the issue of proper selection of people to serve on governance committees and how much PM knowledge they are expected to possess. The approval of scope changes will consider the impact on all projects in the portfolio rather than an individual project.
  • The Project Managers – PM 3.0’s new value-reflective metrics will make it easier for executives and governance committee personnel to make informed decisions. This will lead to a closer working relationship between the governance committee personnel and the project team, resulting in more trust being given to PMs with regard to both project and business decision making. Project managers will have more authority than with PM 2.0.
  • Strategic Planning – Project management has been elevated to the corporate boardroom and project managers will assist to some degree in strategic planning activities necessary to select the best projects for the portfolio.
  • The Definition of Project Success – New metrics have allowed us to change the traditional definitions of success and failure. Value creation will be an integral part of all definitions. We will also have degrees of success and failure.
  • Project Management Methodologies – Project management methodologies are becoming more flexible. Project managers will have more freedom in customizing the methodology to the client’s business model, thus fostering a climate for repeat business.
  • Soft Skills – PM 3.0 may require that project managers be trained in a different set of skills as more companies go multinational. The importance of soft skills training will increase significantly.


Harold Kerzner

Harold Kerzner, M.S., Ph.D., Engineering, and M.B.A, is IIL's Senior Executive Director for Project Management and a globally recognized expert on project management and strategic planning. He is the author of many best-selling textbooks including Project Management 2.0 and Project Management Best Practices: Achieving Global Excellence.

Dr. Kerzner has previously taught project management and business administration at Baldwin-Wallace University, engineering at the University of Illinois and business administration at Utah State University. He obtained his industrial experience at Thiokol Corporation where he held both program management and project engineering responsibilities on a variety of NASA, Air Force, Army, Navy, and internal R&D programs.