Chapter Communications Blog

Julia Posselt 
 
Author: Julia Posselt, PMP
 
Dear Colleagues, 
 
As part of our PMI community, we have passion for our profession, growing and sharing the project management spirit.
 
The power of connection is why I love our PMI events.  
 
At the PMI Volunteer Day at the end of September, Elena and I greeted thirty-five of our volunteering colleagues, appreciating their desire to contribute with the opportunity to connect as a vibrant community, and exploring the multiple dimensions of leadership. 
 
Also, the PMI Master Class at the end of October was fully booked. Thanks to Dani and Fredy, project and program managers strengthened their charismatic presentation power while at the same time making new connections and deepening existing relationships. 
 
Planning the PM (Un)Conference 2019, we hope to engage the Program and Portfolio Managers among us in significant conversations about the impact of business agile on our profession: when to choose an agile, hybrid or classic approach? 
We'd be thrilled if you or somebody you know has a related story worth sharing. If so, please contact me at julia.posselt@pmi-switzerland.ch.
 
Looking forward to interesting sparks, developing practical solutions that will contribute to own our practice. 
 
Best, 
 
Julia 
VP Special Projects

Adi Muslic 100x100

Author: Adi Muslic, PMP

Do you remember the PMI Talent Triangle?

It was designed to demonstrate that the ideal skill set for project managers is a combination of technical, leadership and strategic and business expertise. In its latest pulse of the profession report, PMI added the new digital overlay to it. Clearly digital skills have become a necessity to project management professionals.

The report also shows that value based delivery methods are important to deliver digital transformations. Not surprisingly, spreadsheets remain the most used tool to plan projects. Clearly flexibility of spreadsheets to adjust them as required keeps them on the top of the project management tools.

Project managers have no choice but to keep developing their skills as they are leading all these changes. There are plenty of resources, so many, that sometimes it is not easy to decide what to learn next. The overload of available information requires new skills as well to be able to manage such demands.

Many of you have been deeply involved in the digital transformation and it would be nice to hear your stories. Do not hesitate to get in touch and share your experience. Collaboration remains one of the most important skills even in the digital world.

Let’s collaborate to get better in what we do.

Regards,

Adi Muslic, Copy Editor

 

 Loic Hascher100x100

Author: Loïc Hascher, PMP, ACP

1661! As I write these lines, this is how many members we are happy to count as part of our chapter in Switzerland. 1661 project managers that felt the need to be a part of our community and who are hopefully enjoy it!

Of course, we are proud to have reached this historical record. Never before has the Swiss chapter counted so many members. But this comes also with a big responsibility for the Board. The responsibility to forge a sense of belonging to a community for all of these members. Not only being one of many, but really having that feeling of being a part of it!

At the board, with the help of all our precious volunteers, we have put a lot of effort into offering as many events as possible. Regular evening events, but also networking lunches and master classes. Also for the first time we will be part of the Lausane Marathon, and in the meantime are preparing an awesome annual assembly meeting! All of this, just for you, our members.

I wish that all of you will have the chance to attend one of these events and be glad to be part of our community!

 

Kind regards,

Loïc Hascher, VP Members

 

 

 

Elena Milusheva

Interview by Elena Milusheva, PMP

Interview With Paul Selwold - Current PMI Swiss Chapter President - From Newsletter Journalist to Chapter President - Development Paths for Volunteers

In order to strengthen their leadership pipeline, many companies focus on developing people on the job - by offering stretch assignments, rotation through different functions, assignments abroad, exposure to key customers and senior executives.

 Also within the PMI chapter, volunteers can take up leadership assignments which can help them prepare for top positions. The insights into the various aspects of an organization, the extended network of PM professionals, the ability to find a way out of the most impossible situations and leading without authority will - if they play their cards right - pave their way to the desired position. Over 30 volunteers seize such opportunities in Switzerland as Board of Director members, team leads or in an advisory capacity. 

 Why so many people desire top positions and why so few can reach team? Curious to hear about the stories behind the scene, I am approaching Paul Selwold - the current PMI Swiss chapter president: 

 

  • How does it feel to be the president of one of the biggest PMI chapters in Europe with 120+ volunteers, 1350+ PMP certification holders and 1600+ members? 
  • I feel really proud!  I say this, because I think we have a great chapter with a dedicated board of directors. Becoming the president of this chapter felt like something I wanted to do was able to be realized. What I mean is, in order to become president of this chapter, you must present yourself as a candidate for the role, and your candidacy must be voted on by the other board members. So, like with many big decisions, you risk rejection. I was really proud to stand in front of so many chapter members, at the AMM 2018, and announce the objectives of the 2018 Board of Directors. 
  • What is the way of becoming a PMI chapter president? 
  • First one has to have been on the board of directors (BOD), and to do this, one must first have been a committed volunteer of a PMI chapter. So the simple answer is: get involved as a volunteer and interact with the other members in some way!  becoming a BOD member is a democratic process: you must be elected by the members. You do not need to have been a director or team lead, but you do need to rely on membership recognition and confidence. Once on the BOD, you need to demonstrate your dedication and make sure you have good connection to the other board members.
  • Why have you decided to go down this path? 
  • Becoming first a director, and then a BOD member was a decision I made while engaging with other chapter members. It was clear that the chapter needed help, and someone in the chapter was asking me to "step up" to higher role.  However, the decision to run for President was a bit more mixed.  Mostly the motivation came from being able to attend the PMI LIM (Leadership Institute Meeting), which we support our BOD and Directors to attend.  the LIM really opens up your horizons: how many good people and good ideas are available to you, through PMI. Representing Switzerland at the LIM was a goal of mine.  But some readers may recall: I actually announced at the AMM 2017 that I was stepping down from volunteering (I was tired from my job!). However, I changed my mind when I realized how many new members of the BOD there was going to be, and I felt very strongly that I could help the next board, in the role of President. 
  • How does the cost-benefit calculation for being a president look like? 
  • It looks great! I encourage all people to allow themselves to consider this role, if they feel it is something they want to do. It looks great because it is not in any significant way more demanding that being a VP on the BOD. All positions I just named are significantly influenced by the engagement and enthusiasm of the volunteers who help out, and in this regard, being President is no different than being VP.
  • What is that what people do not know about the role of a chapter president? 
  • Probably people do not always keep in mind that this is a volunteer position like any other. The president role has a function in leading and decision-making, but it is not a hierarchical authority: I cannot reward or fire other BOD members.
  • What is your favourite experience as a chapter president? 
  • Maybe I answer this in terms of personal reward. With this BOD, I tried an approach called "Tiger Team" to allow the BOD to tackle chapter problems or to launch chapter initiatives using a method that I can describe as a controlled small brainstorm.  Not only did the BOD VPs give me positive feedback, but I also heard other participants from other chapters at the LIM reference that they heard about this, and were interested.  I felt like I made a significant contribution to how chapter volunteers can collaborate.
  • How much from the learnings from the chapter can be transferred to NGOs and companies from the private industry? 
  •  
  • Well, working with volunteers requires a strong set of soft skills, learning to lead without relying on formal authority. For sure this can be useful in NGO environments, where much of the workforce may be volunteer-based. Soft skills are anyway becoming more and more valuable in the workplace, and chapter engagement definitely lets a person develop these.

If you are willing to experience first-hand what it is like to be a volunteer, check out our vacancies here https://pmi-switzerland.ch/index.php/become-a-volunteer?limit=all

Carlos Martinez Arteaga 100x100

Author: Carlos Martinez Arteaga, PMP

Dear Members and Newsletter subscribers,

Project battles - none of us want them, as they require effort to deal with, effort that we know could be used doing something else.

It is complicated to deal with someone who has, for some reason, a tendency to enjoy entering into conflict for no apparent reason. I recommend dealing with this sooner rather than later as ignoring the problem will only lead to one that can not be managed anymore. It is good to enter into discussion when the objective is to find a solution, but it can be very tough to enter into discussion knowing that there will be no agreement. If we foucs on finding a solution and avoid side distractions, a discussion can turn into a success.

PMI gives recommendations or methods for resolving conflict. In the end the objective is to find a solution. And even if it's not the best for all involved parties, it should be a solution nonetheless.

I have been in situations where I was faced with people that, due to their position in an organization, had the understanding that they could impose their ideas. Such cases are not easy, as we have to determine whether it is even worth entering the conflict. Here is where the idea comes into play that some battles have to be fought and others not. We need to evaluate which ones we should fight (and know that we are going to win) and which not.

It takes practice to know which battles have to be directly addressed and which not, but the thinking that goes behind deciding which battles we want to enter into becomes more agile as we exercise the decision making whenever this happens.

Anyways, I leave it there for you to decide what to do.

 

Cheers,

Carlos

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