Social Project Management - Non Traditional
While Project management 2.0 embraced a philosophical shift away from centralized command and control and focused strongly on the egalitarian collaboration of a team, social project management recognizes the important role of the project manager, especially on large projects. Additionally, while Project management 2.0 minimized the importance of computer-supported scheduling, social project management recognizes that while many projects can be performed using emergent planning and control, large, enterprise projects require centralized control accompanied by seamless collaboration.
The concept of social project management emerged during 2008 when some developers of project management tools started to use the term to differentiate between traditional project management tools and tools for Agile software development.
While some have used the terminology Project Management 2.0 and social project management interchangeably, they exhibit significant differences in practice.
Social business software, of which social project management is a subset, powers business performance based upon its ability to assist teams in managing exceptions. Because it is based on the concepts of Social Business Software in general, Social Project Management software is differentiated from other collaborative project software by three key areas of functionality:
First, social project management software is embedded into the social network of the larger organization. One goal that Project management 2.0 systems realized was the need to created project-based collaboration systems. However, PM2.0 tools were often adopted at the project level, and not the enterprise level. This led to the situation where team members on several projects might have to use multiple tools for collaboration, depending on what project they were working on at that moment. Additionally, because of the fragmented nature of the tools used, little visibility existed to any person outside of the project team.
Social project management is based upon the philosophy that the project team is one part of an integrated whole, and that valuable, relevant and unique abilities and knowledge exist within the larger organization. For this reason, Social Project Management systems are integrated into the collaborative platform(s) of an organization, so that communication can proceed outside the project boundaries.
Second, social project management software is organized around a formal project schedule, and all activities and collaborative functionality are linked to this schedule.
While PM 2.0 tools stressed collaboration, many tools provided little to no actual project management capabilities. While this often worked very well for smaller projects, especially ones with distributed teams, it could not scale to enterprise-level projects.
Social project management embraces the vision of seamless online collaboration within a project team, but also provides for the use of rigorous project management techniques.
Third, social project management software provides an activity stream that allows the team, and its stakeholders to build ambient awareness of the project activity and status.
This is what makes social project management "social". The concept of Ambient awareness enables distributed teams to build awareness in ways that previously was restricted to teams that were collocated. Using the Activity Stream paradigm, large distributed teams are provided with a constant stream of information regarding the project. While in the past, this kind of continuous communication might have been posited to create Information Overload, this stream of small bits of information has been shown to create significant alignment between people working together, without overload.
The increasing complexity of multi-project business operations advances multiple business relationships. Business subjects can cooperate in one project and compete in another, while sharing resources only when necessary. They can play diverse roles in projects, for instance: a project manager, a client, a coordinator, a subcontractor, or a consultant. Process of dealing with the multi-project business operations conducting therefore has to be holistic enough. Therefore two classic views on project management are obsolete: Single project management, focusing on merely technological project results; and single project portfolio management view, focusing on project results of a single company. These limited project management aspects are replaced by the holistic understanding of project participants goals and their will to cooperate in further projects.
Source - Wikipedia.org