Project Management and Techniques

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Critical Evaluation of the most significant distortions
and risks encountered by project managers and project
consultants in

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 Table of Contents
1.1 Introduction................................................................................................................................4

1.2 Emerging Distortions and Risks in project management in 2023 and the Future.....................5

Possible distortions encountered by Project Managers and Project Consultants........................5

Possible risks that will be faced by Project Managers and Project Consultants in the future.....7

1.3 Summary of the Literature Review..........................................................................................10

References......................................................................................................................................11

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 1.1 Introduction
Project managers and project consultants work in a dynamic environment with constant change,
evolving technology, and increasing complexity of project requirements. For managing projects
successfully, it is important that these professionals hear and undermine key distortions and risks
that could hamper their efforts. This literature review will significantly point out and critically
assess the key risks and distortions associated with project management that are handled by
project consultants and project managers. By inspecting relevant scholarly articles from credible
sources, this evaluation will highlight the evolving landscape of challenge control and the
challenges that specialists in these roles may face. The findings emphasize the significance of
adapting to emerging trends and mitigating risks to make certain successful project execution and
sustainable growth.

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 1.2 Emerging Distortions and Risks in project management in 2023
and the Future
Researchers have identified an extensive range of risks and distortions that are most significant
and crucial encountered by most of the project managers and project consultants, especially in
2023. According to the study by Sharma et al. (2022), the risks and distortions of project
management in this era extensively vary from that of traditional project management. While
some argue that technological disruption especially Artificial Intelligence integration may be the
leading distortion among other risks and distortions of project management, some claim
increased globalization and stakeholder complexity to be the ones (Acebes et al., 2020;
Bergmann and Karwowski 2018). As stated by Elia, Margherita, and Secundo (2020),
communication risk, operational risk, cost risk, budget overruns, and schedule risk are the risks
of traditional project management faced by project managers. However, according to Edwards,
Serra, and Edwards (2020), project management risks vary to a larger extent now compelling
project managers to be more cautious than before. The preceding sections will shed light on the
possible distortions and risks that projects managers may face in the future.

Possible distortions encountered by Project Managers and Project Consultants

As per the investigation of Rane, Potdar, and Rane (2019) and Shaukat et al. (2021),
technological disruption is going to be one of the most crucial distortions for both project
managers and project consultants will have to encounter in 2023, and the upcoming years. The
study also pointed emerging technologies like AI, blockchain, and IoT (Internet of Things) can
disrupt traditional project management processes, necessitating professionals to continuously
update their skills and adapt to new tools. For instance, future task managers may face new
difficulties because of the complexity introduced by blockchain technology. They may need to
negotiate conflicting regulations and the decentralized, open nature of blockchain technology
according to Amoah and Oh (2021). It can be difficult to incorporate blockchain technology into
existing assignment control systems and workflows. To reap the advantages of blockchain while
minimizing disruptions to venture execution, project managers need to carefully remember the
integration approach, deal with any technologically demanding scenarios, and ensure seamless
compatibility as argued by Bianchi et al. (2021).

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Another study by Sharma et al. (2022) pressed that the sudden surge in remote work practice has
the prospect to create difficulty for project managers to coordinate and communicate effectively
with remote teams. The study also sheds light on the fact that increased demand for remote
working practice among subordinates and team members may lead to misunderstandings, broken
chains of command, and a general lack of team spirit. On the contrary, the research conducted by
Patrício et al. (2021) has claimed Artificial Intelligence to be the most significant distortion as
well as risk in executing project management in 2023. As documented by Wu (2021), integrating
AI into project management systems provides both benefits and challenges for project managers
and consultants. Moreover, the study stressed that while AI can enhance the productivity and
decision-making processes of an organization, its integration can introduce distortions and risks
in the project management processes. Challenges require new skills and training, tackling
changes and resistance, ensuring data quality and confidentiality, maintaining ethical
considerations, addressing dependability and verifiability, better operational and communication
efficiencies, and improving resource allocation as per the study by Masár et al. (2022).

With organizations relying more on digital platforms and interconnected systems, the risk of
cyber threats and data breaches becomes a critical concern pointed by Buganova and Simickova
(2019). As argued by Rane, Potdar, and Rane (2019), in the future, managers will face increasing
risks from cybersecurity threats as technology advances and cyber criminals become more
active. The study also stressed that evolving cyber threats including social engineering,
ransomware, and other methods require managers to be informed and proactive in implementing
strong security measures. Therefore, project managers and consultants are suggested by Wysocki
(2019) to incorporate robust cybersecurity measures into project planning, execution, and
monitoring. In order to protect and mitigate the risks associated with cyber threats, project
managers are recommended to prioritize cybersecurity measures including data storage security,
encryption protocols, access control, regular vulnerability assessments, workforce training, and
collaboration with cybersecurity experts as documented by Elia, Margherita and Secundo (2020).

As revealed by Wysocki (2019) and Willumsen et al. (2019), globalization and cultural diversity
can be referred to as the next most important distortions for project managers in 2023. Due to
further advancement of technology, the world is expected to become smaller in the future. The
globalization of business and diverse workforce poses challenges in managing projects across

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geographically dispersed teams according to Gal, Filip and Dragan (2018). Differences in
culture, communication barriers, and varying work practices can lead to misunderstandings and
inefficiencies documented by Edwards, Serra and Edwards (2020). Project managers and
consultants must possess cultural intelligence and employ effective communication strategies to
mitigate these risks.

Another research carried out by Jarrah, Jarah, and Altarawneh (2022) stated that the increasing
complexity of projects involves multiple stakeholders with diverse interests and expectations.
Another study by Bergmann and Karwowski (2018) found that managing stakeholder
relationships, addressing conflicting priorities, and maintaining engagement throughout the
project lifecycle pose significant challenges. Project managers and consultants should use
effective stakeholder identification, analysis, and engagement strategies to minimize distortions
and achieve project success as stated by Patrício et al. (2021).

Possible risks that will be faced by Project Managers and Project Consultants in the
future
According to Whyte (2019) the demand for proficient project managers and specialists most of
the time exceeds the existing talent pool resulting in expertise gaps and talent shortages. Failure
to address expertise control and talent gaps can hinder task performance and hinder business
growth. As a consequence, project managers may face difficulties in retrieving the best
performance from the project team members.

According to the study by Sharma et al. (2021), scope creep is another anticipated risk for project
managers that might adversely impact the overall success of a project. Scope creep occurs when
project requirements and deliverables extend beyond the originally agreed-upon scope as stated
by Crispim, Silva, and Rego (2018). The study also pointed out that it can result from unclear
project objectives, changing stakeholder needs, or an inadequate change management process.
According to Elia, Margherita, and Secundo (2020), scope creep can lead to planning delays,
budget overruns, and strained relationships with stakeholders. Another study by Masár et al.
(2022) identified resource constraints as another project management risk that can make project
managers' jobs more difficult in the current era. Therefore, limited availability or allocation of
resources like talented labor, equipment, or funds may impose serious risks. Inadequate resources

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have the ability to impede a project's overall progress, hinder productivity, and compromise
project efficiency as argued by Wu (2021).

Research by Gal, Filip and Dragan (2018) found that stakeholder resistance to change is also
considered a risk encountered by a project manager in the present as well as the future. Projects
often involve implementing modifications or changes across organizations, stakeholders, or
particular projects. Resistance to change may stem from factors such as fear of the unknown, a
lack of engagement, or a perceived negative impact (Buganova and Simickova, 2019). Project
managers must proactively manage resistance, communicate the benefits of change, and involve
stakeholders in the decision-making process to reduce resistance and raise acceptance.

The study of Bergmann and Karwowski (2018) sheds light on some of the project management
risks that may not be entirely eliminated from the process. The study also states that project
managers play a crucial role in detecting, evaluating, and minimizing risks, but certain risks just
cannot be eliminated entirely. These risks typically originate from external factors that are
beyond the purview of the project manager. Market volatility is one such risk according to the
studies of Acebes et al. (2020) and Crispim, Silva, and Rego (2018) external marketplace factors,
such as economic fluctuations, changes in customer alternatives, or adjustments in organization
dynamics, are outside the control of project managers. These factors have the potential to
generate uncertainties and affect project outcomes. The investigation of Edwards, Serra, and
Edwards (2020) found that the emergence of the Covid-19 pandemic and its drastic impacts have
introduced a worldwide economic downturn that is expected to last even in the upcoming years.
Even developed countries like the USA, Germany, and the UK have experienced fluctuations in
the inflation rates and their market conditions as per Sharma et al. (2022). Therefore, risks
generated from the current market volatility will be encountered by both project managers and
project consultants in 2023 and the future which will be hard to eliminate entirely.

In addition, the research conducted by Widianti, Harihayati, and Sufaatin (2018), external
suppliers, contractors, or partners is often relied upon by project managers for access to
resources, knowledge, or services. Risks related to the efficiency and dependability of
those parties cannot be eliminated entirely by task managers. Unanticipated problems can arise,
affecting deadlines, quality, or outcomes even with rigorous risk assessment and monitoring as
investigated by Willumsen et al. (2019). Furthermore, studies conducted by Whyte (2019), Wu

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(2021), and Shaukat et al. (2021) identify “Force Majeure Events” as another risk that is tough to
eliminate by project managers at present as well as in the future. Such events include uncertain
circumstances that are not in human control like political instability, natural calamities, or global
epidemics (Wysocki, 2019). The sudden emergence of coronavirus in 2019 is one such force
majeure event that was not at the hands of the project managers but the epidemic affected each
organization, project, country, and whatnot.

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 1.3 Summary of the Literature Review
In conclusion, the majority of recent works of literature have highlighted technological
disruption as one of the biggest distortions that project managers and project consultants will
experience in the current year and the years to come. For instance, blockchain and AI are
anticipated to change the way projects will be carried out in the future while imposing some risks
as well as opportunities for project managers. Along with continual technological advancement,
some other distortions have also been investigated, including the increase of remote work
facilities, cyber security threats, stakeholder management, and a talent shortage. In addition,
scope creep, market volatility, dependence on third parties, resource constraints, force majeure
events, etc. are the risks that have the potential to affect project outcomes in 2023. Most of the
studies suggest that project managers should be well-prepared to adapt to the changes that are
expected to be brought about by these distortions. Moreover, the majority of the researchers
identified the need to integrate technology as much as possible into the project management
processes to tactfully handle the identified distortions and risks. Investing more in talent
management is also stressed by existing literature to reap the utmost benefit from AI and
blockchain.

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 References
Acebes, F., Pajares, J., González-Varona, J.M. and López-Paredes, A. (2020). Project risk
management from the bottom-up: Activity Risk Index. Central European Journal of Operations
Research, 29(4). doi:https://doi.org/10.1007/s10100-020-00703-8.

Amoah, E. and Oh, J.-Y. (2021). BLOCKCHAIN ADOPTION IN PROJECT MANAGEMENT.

Issues In Information Systems, 22(4), pp.143–156. doi:https://doi.org/10.48009/4_iis_2021_152-
167.

Bergmann, T. and Karwowski, W. (2018). Agile Project Management and Project Success: A
Literature Review. Advances in Intelligent Systems and Computing, [online] 783, pp.405–414.
doi:https://doi.org/10.1007/978-3-319-94709-9_39.

Bianchi, M.J., Conforto, E.C., Rebentisch, E., Amaral, D.C., Rezende, S.O. and Padua, R. de
(2021). Recommendation of Project Management Practices: A Contribution to Hybrid Models.
IEEE Transactions on Engineering Management, pp.1–14.
doi:https://doi.org/10.1109/tem.2021.3101179.

Buganova, K. and Simickova, J. (2019). Risk management in traditional and agile project
management. Transportation Research Procedia, [online] 40(1), pp.986–993.
doi:https://doi.org/10.1016/j.trpro.2019.07.138.

Crispim, J., Silva, L.H. and Rego, N. (2018). Project risk management practices: the
organizational maturity influence. International Journal of Managing Projects in Business,
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Edwards, P.J., Serra, P.V. and Edwards, M. (2020). Managing project risks. Wiley.

Elia, G., Margherita, A. and Secundo, G. (2020). Project management canvas: a systems thinking
framework to address project complexity. International Journal of Managing Projects in
Business, ahead-of-print(ahead-of-print). doi:https://doi.org/10.1108/ijmpb-04-2020-0128.

Gal, A., Filip, I. and Dragan, F. (2018). A New Vision Over Agile Project Management in the
Internet of Things Era. Procedia - Social and Behavioral Sciences, 238, pp.277–285.
doi:https://doi.org/10.1016/j.sbspro.2018.04.003.

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Jarrah, M.A., Jarah, B. and Altarawneh, I. (2022). Toward successful project implementation:
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Masár, M., Hudáková, M., Melkovič, T. and Šuleř, P. (2022). GLOBAL SURVEY OF
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Patrício, V., Lopes da Costa, R., Pereira, L. and António, N. (2021). Project Management in the
Development of Dynamic Capabilities for an Open Innovation Era. Journal of Open Innovation:
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Shaukat, M.B., Latif, K.F., Sajjad, A. and Eweje, G. (2021). Revisiting the relationship between
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Whyte, J. (2019). How Digital Information Transforms Project Delivery Models. Project
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Willumsen, P., Oehmen, J., Stingl, V. and Geraldi, J. (2019). Value creation through project risk
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