How millennials are changing project management software

While you’ll find tried, tested, and true aspects 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 understanding how to use millennials is essential since “digital natives now rule, and will surge in power and influence within the next several years.”

“Just like any immigrant and native within a society, you’ll find differences, the ones differences will change businesses,” said Shootman. “Differences bring that digital natives observe the workplace as egalitarian vs. hierarchical, they like telecommuting and flexible hours and the possibility to comprise work remotely, (i.e., from your cafe on a weekend or during vacation).”

“Natives like multitasking or task switching and prefer to master ‘just-in-time’ in support of what’s minimally necessary.” Shootman said millennials “interact and network simultaneously with many, even a huge selection of others. Egalitarian, flexible, task switching, just-in-time skills and highly networked. It’s not the current work environment.”

SEE: Millennials are two times as bored at work as seniors, report says

Why the target around the role of millennials in projects?

“By 2020, millennials will make up half the global work force, and by 2030, they’ll be the cause of 75%. Millennials’ aversion to hidden agendas, rigid corporate structures and details silos along with a willingness to explore new opportunities will fundamentally affect the nature at work or severely cost businesses,” said Eric Bergman, second in command of Project Management Books at Changepoint, an experienced services automation company. “Gallup estimates millennial turnover costs america economy $30.5 billion annually.” Bergman believes organizations will focus more extensively on employees in addition to their needs to be able to address the negative impact of churn on productivity, quality, fix.

What does this mean for project activities that support business goals?
Bergman said that this past year, businesses realized their survival hinged on embracing digital transformation. Now, adjusting to shifting expectations means delivering IT capabilities that complement business priorities. The most agile, tech-forward companies are rewriting their playbook when confronted with evolving expectations.”
Marianne Crann, director, recruiting at Changepoint adds “Millennials are disrupting traditional business models. We have seen this in HR for decades. These days, everyday processes has to be updated to allow for new generations of talent. They work differently and possess different expectations. Companies that see that sweet spot-the the one which attracts talent without detracting from the success with the business-will gain happier staff and happier stakeholders, regardless of generation.” Changepoint has even gone into greater detail on millennials and project management of their new 2017 trends report.

At GlassSKY, a company focused on the empowerment and advancement of women, founder Robyn Tingley believes millennials differ of their method of timelines, collaboration, and communication. “Millennials possess a greater a sense work/life balance than Gen Xers,” she said. “This does not mean which they won’t invest extra time once the situation demands it, or answer correspondence after hours, but they will definitely expect that is the exception.” Tingley said that more so than other generations, millennials are drawing boundaries more clearly knowning that this new thought process are at odds with all 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 actually truly realistic and achievable as soon as your key players clock out sooner than the best, and sooner than anyone inside the older generations expect,” said Tingley. “It includes decisions must be place on steroids…if your affiliates are going to be productive for just 8 hours, you can’t have them spending 2-3 of people on a daily basis in meetings presenting powerpoints and flow charts to have consensus around change requests and scope adjustments.”

As it pertains as a result of collaboration Tingley said millennials excel: “They are true team players and prefer to solicit inputs and views and they are natural connectors.” Plus they expect tools to help keep pace. “Static whiteboards that can not be seen unless you take a snapshot, SharePoint sites, Excel spreadsheets, companies that don’t have adequate video conference solutions are dinosaurs for many years,” said Tingley. “Project managers have to embrace and support modernized software that will handle collaborative brainstorming, real-time updates, multiples readers and users, integrated video, voice and much more.”

Regarding communication, Tingley said millennials are “the true tech generation; gadget-friendly, always on, highly responsive tech connoisseurs, and they also communicate simply speaking bursts of emojis and splintered spelling. Email just won’t work to align teams, manage inputs, and drive performance.” With the rise of virtual workers and geographically-distanced teams, Tingley predicted that project management apps will end up the modern norm. “The future just could entail millennials working in the local coffee shop, uploading a visual chart they just drew or perhaps a photo they snapped of something inspirational, and the entire team is able to see it and build about it, click to vote yes/no, drag it to another location two-quarters out for a future phase, etc,” she said.
How must millennials see their role in projects and influence on business goals?

“The millennial generation continues to be dubbed the ‘selfie generation,'” said Daniel Malak, who utilizes Motionloft, a company of hyperlocal pedestrian and automobile traffic sensors. “I prefer to think it’s more the ‘self-starter’ generation. Young professionals recognize that in paying off student loans, advancing of their career, and establishing relevant experiences for growth takes a decisive attitude towards signing up for and leading new projects.”

Malack, a millennial, believes his generation is interested in not just meeting expectations of an project, but exceeding them. “Millennials are nimble and may adapt faster to changes a lot better than others,” he explained. “Younger associates can oftentimes be a little more determined to deliver, knowning that presents a unique situation where projects become opportunities rather than hurdles…deadlines are managed with the implementation of new communication methods, which can both expedite the job and boost the net profit as well.”

What should companies take away using this?

Millennials would be the future, bringing newer perspectives and much more innovative approaches. Companies have to harness their contributions and recognize the true potential they possess.
Technology is almost wired in the DNA of the tech savvy group with techniques the previous generations may well not completely understand and appreciate. This makes millennials a hybrid solution in of themselves and a powerful resource for projects.
Millennials really should not be automatically mistaken as ‘not as experienced’, or unaware. They’ve come up through a business climate that’s more diverse, complex, dynamic, and yes, more stressful than other generations. This makes 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 can offer a much more sustainable solution than counting on only one or the other.
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