Today, companies seek to thrive and adapt to rapid change and are often faced with complex and volatile situations. In the face of these changes, project managers must also be able to evolve.

The current environment is referred to as V.U.C.A., which is an acronym for volatility, uncertainty, complexity and ambiguity, i.e., volatility, uncertainty, complexity and ambiguity. The VUCA concept dates back to the Cold War, born at the U.S. Army War College during the 1990s. With the fall of the Soviet Union and the Berlin Wall, the world entered a state of uncertainty and complexity. Later, the attacks of 2001 and the economic crisis of 2007 underpinned the meaning of this concept, since it adequately describes the times we were living in. 

As a result of the above, the VUCA management model emerged for complex, volatile, unpredictable and ambiguous environments. Its purpose is to prepare managers for a new reality, in which it is essential to be highly responsive. This model is based on two pillars that divide the area into four parts and these pillars are: 

1. Knowledge pillar: this pillar measures how much is known about the current situation. 
2. Predictability pillar: answers the following question: how far is it possible to predict the outcome of the actions taken?

The Four Parts that Divide the Pillars  

1. Volatility: as a leader or project manager, it is essential to always be aware of the changes that are constantly being generated, since some of them alter the minimum, while others may alter the market completely. In situations like this, you need to evaluate the competition and your customers. It is necessary to ask ourselves the following questions: What are the effects on our project or organization? 
2. Uncertainty: the causes and consequences of the changes that will be generated are known, however, it is not possible to predict the results of the approaches that will be taken. It is necessary to listen to all team members to form a comprehensive picture of the situation. 
3. Complexity: occurs when entities internationalize and constantly face complex scenarios, due to the diversity of cultures and political or financial scenarios. However, it requires decision making and leaders who can take certain risks; relying on digital methodologies and practical tools that make it possible to manage complex conflicts and prioritize the most urgent ones. 
4. Ambiguity: occurs when there are ambiguous situations and there is no precedent for it. For example, when an entity tries to enter a very immature market. Having the ability to adapt quickly to ambiguous situations can be a great tool for dealing with such situations. 

If you want to train as a project manager and develop your skills to face the situations of today’s world, UNIB offers a Master’s Degree in Design, Management and Project Management. 

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Source: VUCA environments: project management in a changing world