Hello, this module focuses on how to manage projects in a complicated world. The world is changing rapidly and in unpredictable ways. Just consider the changes caused by new technology, worldwide trade and competition, social and political disturbances, and the environmental emergency.
You might think that project management has little to do with these major global matters. However, all kinds of organizations, whether large or small, are impacted by the world they operate in. How a company understands and responds to this complexity influences the projects it chooses to undertake and how it handles them.
This week, we begin by examining frameworks that help us grasp this intricate world. These frameworks guide our actions, responses, and decision-making in the face of complexity.
Next, we delve deeply into various methods and practices for managing projects when faced with uncertainty, instability, and change. These methods include linear approaches and life cycles, often known as the waterfall method, as well as iterative or agile approaches. You will explore the pros and cons of these methods, as well as the ongoing debates about them.
By the end, you’ll grasp how to use and blend these methods effectively to achieve successful project outcomes.
To start off this week, we’re interested in hearing about your experiences. Considering those major global issues like technology, competition, social and political changes, and environmental problems, think about how they impact your organization and the projects you’re involved in.
Feel free to share your experiences with fellow learners in the discussion.
These global issues has made my organization think of better ways to resolve issues , these ways includes technological advancement because the world is moving fast.
Global issues such as rapid technological change, competition, social and political shifts, and environmental challenges have a direct impact on how organisations plan and deliver projects. In my experience, technology especially increases both opportunity and complexity. Digital tools enable faster delivery and wider reach, but they also introduce risks such as cybersecurity, skills gaps, and frequent changes in stakeholder expectations, which can affect scope, cost, and timelines.
Competition and market pressure often push organisations to deliver projects faster and at lower cost, sometimes creating tension between speed and quality. This means project managers must make difficult decisions about prioritisation, resource allocation, and acceptable levels of risk.
Social and political changes also influence regulations, funding, and stakeholder priorities, which can result in shifting requirements mid-project. Environmental concerns increasingly affect project design and delivery, with sustainability expectations shaping decisions on materials, processes, and long-term impact.
Overall, these factors make projects less predictable and more complex, requiring flexible approaches, strong stakeholder engagement, and the ability to adapt plans while still maintaining control and alignment with organisational objectives.
As someone who works in the cybersecurity space, it is no news that online/digital threats emerge almost every day, even utilizing AI in committing online crimes. Therefore, as a project manager, it is key to be abreast of new technologies to be factored into combating these threats.
In my experience, managing projects today is deeply influenced by how fast and unpredictable the world has become. I work in engagement and partnerships, often within tech-driven and youth-focused initiatives, changes in technology and social dynamics constantly shape how projects are designed and delivered.
For example, rapid technological change affects how we communicate with stakeholders and deliver value. With this, expectations change quickly, which means project plans often need adjustment mid-way. Competition for partnerships and funding also pushes us to be more innovative and responsive, rather than sticking rigidly to initial plans.
Because of this complexity, I’ve found that a mix of approaches works best. While some projects benefit from clear, structured planning, others require iterative methods that allow for feedback, learning, and adaptation as conditions change. Understanding when to be structured and when to be flexible has become essential to achieving successful outcomes.
As someone who spent some time in the Web 3 space I could see how largely decisions made across globes affected a lot of things especially monetarily. As a project manager this makes me now see how effective transparency is and the complexity of such situations.
The CEO of my organization always remark on how he made his biggest profit in 2020 (The Covid 19 year) and this is because, more companies ventured into IT solutions which is what my company is into. With this, i have come to realize that what goes on the world or outside my country also affects what i do as a project manager. When i joined in taking stock in my companies warehouse last year, i was amazed to see gadgets and IT equipment which are now obsolete, these are items that were of great value few years back.
Then i realize that we are only separated by geographical location, but what happens around one place affects the other be it environmental issues, worldwide trade, politics and regulations etc
I have been able to handle complexity of project in different ways by understanding, identifying and solving the problem. Using the right principles relating to such complexity of the problem.
These challenges are things that are not really far fetched from us and at the same time they have helped us to step up our game. And as a person, it has helped me to work on my self and then to be able to meet up with the demands on ground.
When I reflect on big global issues like technology competition, social and political change, and the environmental crisis, I realize that they are not distant problems. They quietly shape how my organization operates and how my projects succeed or struggle.
Technology competition affects my projects by constantly raising expectations. Clients and stakeholders now expect faster delivery, better quality, and smarter solutions. This pushes my organization to adopt new tools, upgrade skills, and rethink old processes. As a project manager, I feel the pressure to stay informed and guide my team through change without overwhelming them. Projects that fail to adapt risk becoming irrelevant, no matter how well they are managed.
Social and political changes also influence the way projects are run. Policies, regulations, and economic conditions can suddenly change project priorities, budgets, or timelines. Beyond policies, social awareness has increased people care more about fairness, inclusion, and transparency. This affects how teams are managed and how decisions are communicated. I have learned that ignoring these changes can lead to resistance, low morale, or even project failure.
The environmental crisis has made me more conscious of the long-term impact of projects. It is no longer enough to deliver a project successfully; how it affects the environment now matters. This influences planning, resource usage, and vendor selection. I find myself thinking more about waste reduction, energy efficiency, and sustainability, even in small project decisions.
Overall, these global issues push my organization to be more thoughtful and responsible. They force my projects to balance innovation with ethics, speed with sustainability, and results with people. As a project manager, I see these challenges not just as obstacles, but as signals to lead with awareness, adaptability, and strong values.