By David L. Pells

Editor’s note:  This paper was originally presented and published at the  PMI South Africa International Project Management Conference, Gauteng - Johannesburg, South Africa, in  November 1999.  It was a follow on to papers on the same topic presented at the PMI’98 Seminars/Symposium in Long Beach, California and the PMI’99 Seminars/Symposium in Philadelphia, Pennsylvania, USA.  In light of recent global economic and political events, we thought it might be worth republishing this paper, perhaps to stimulate additional research into the application of global business intelligence in the program management field.

Abstract

During the last two years, a number of significant global events have occurred which might impact the project management profession worldwide.   The potential impact of some of those events were discussed in a paper presented by the author at PMI’98 in Long Beach, California. (Pells 1998)  That paper also presented a multi-dimensional model for possible use by project management organizations to prepare for and respond to such global issues.  A second paper on the subject was presented at the PMI’99 Seminars/Symposium by the author in October, 1999.  (Pells 1999)  This paper is a continuation of the discussions in those earlier papers.  It describes several significant global events that have occurred during 1999, and the possible impact of those events on the project management profession. The multi-dimensional decision-making model presented last year is revisited, and a set of recommendations for the project management profession again presented.

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