Project/Program Management
The concept of a project manager is no longer restricted to IT. Several years ago, system implementations were staffed with IT project managers and a business resource who had project and operational responsibilities. Business organizations are getting smarter as they begin to mirror the IT project management role to ensure successful implementations.

In this context you can see the discussions about agile PM Methods like SCRUM or -if you change it on Company Level- also very good: "Critical Chain".
But industrial or traditional PM Methods never will completely go away.

Also Virtualization and "Cloud" influencing PM Manager. Esp. Communication via Online Collaboration will be the de-facto standard, the reliance on distributed multi-national teams will grow.

So, international teams with disparsed project team will be or are already usual (at least in my projects).

Key words
  • Importance of personal style to get good relations to all involved parties (Empathie, Integrity, etc.)
  • High level management, communication on CxO level (depending on quality of project)
  • Strategic management and financial evaluation (Program management)
  • Personal ability to solve conflicts, Win-Win situations
  • Multi Tasking, organised person
  • Communication on all levels, ability to abstract, ability to negotiate
  • Combination of technical and business skills (e.g. legal aspects)
  • Good sense of possible risks and road blocks (e.g. ressource issues in matrix orga)
  • Cross company, cross department management (e.g. Supplier management)
  • Ability to combine PM methods (e.g. agile and traditional)
Typical methods
  • Mor traditional: Prince2, PMI, PMP, etc.
  • New agile: Critical Chain, Scrum, etc.
  • Program management on higher level or (company wide) Porfolio management
  • PMO (Project Management Office)
  • Reporting, financial monitoring (e.g. NPV)
  • Risk management methods
  • BSC (Balanced Score Cards)