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Introduction to the Organizational Transformation CoP

Author: Adi Muslic, PMP

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Welcome to the Organizational Transformation Community of Practice (CoP). This is an open community. You do not need to be a PMI member to participate. It’s a safe place for collective and collaborative learning. All community members are active participants who share their experience and challenges. Members encourage and support each other. 

We talk about change and transformation. It can be a small or a big change. It can be one team or a corporation-wide change. In today’s world, organizations are struggling to navigate the tension between running and changing their business. Project managers equipped with the right set of organizational transformation skills can help organizations to steer successful transformation projects.  


Do you want to be part of transformation change makers? Do you want to share your experience? Do you want to participate in collective and collaborative knowledge sharing and learn from others? 

Then this is the right place. Come and meet us. Let us tell you more about our community and how you can participate.

You do not need to be a PMI member to participate. You just need to be a passionate change maker.

Join us to improve your transformation skills and knowledge, brainstorm together, solve problems and discuss training resources.

Register here:

Looking forward to meeting you.


Interview with Marc Lahmann, Partner - Project & Portfolio Management (PPM) at PwC

Author: Ganesh Goplan, PMP

Marc is a Consulting Partner with PwC Switzerland, leading the Program & Project Portfolio Management and Core Platform Transformation Practice at PwC Switzerland. He has more than 20 years of experience in advising multinational firms on technology and business transformational challenges. Marc is driving AI initiatives for project management and has been advocating and speaking on the use of AI in project management for a couple of years.

When the entire world is moving towards AI, why do you think it could be a failure in Project Management?

We don’t believe it is a failure but looking at a short to medium timeframe, it doesn’t live up to the hype. Just a couple of years ago AI was praised as the new technology changing the world by storm, yet it is mostly applied in very specific use cases with close boundaries, like playing a game of GO or detecting cancer with a higher probability.

In these use cases there was enough data in the needed quality available for the AI to learn from. In project management, a lot of the data is in a form that sufficiently supports the project teams, but is hard to read for a machine (hand written notes, meetings, flip charts etc.). Therefore it cannot yet deliver on what we were promised years ago. As an assistant to project managers AI can bring in value, just not as the hype made us all believe it would.

What are the kinds of automation we would see in the field of Project Management?

The first phase of evolution of AI in project management is within integration and automation on standardized project tasks like budget updates based on a dataset that is integrated into a forecast report or auto scheduling of meetings.

A second phase could be chatbot assistance, taking over a bigger role in human-computer interaction, like organizing meetings, plan vs progress checks and sending out reminders. We also see minutes as something an AI chatbot could help with, and that rather sooner than later. 

In a third phase, AI in project management introduces machine learning into project management practice. In the near future, AI could convert mind maps created by project professionals into a semantic network and derive tasks and their relationships from it. For instance, AI-based project scheduling could include lessons learned from previous projects and suggest multiple possible schedules based on the context and dependencies. An AI system could even alert the project manager to potential risks and opportunities by using real-time project data analysis.

As the last phase, similar to self-driving cars, autonomous project management would only need limited input and intervention from a human project manager. Besides technical project management processes – which are what the previous three phases primarily focus on – an autonomous project management system will additionally need to comprehensively consider and master the project environment and related stakeholders. These AI systems would therefore have to be able to apply sentimental analysis algorithms to crawl through customer communications and understand stakeholder satisfaction and commitment at any given point in time. 

So, how do you foresee the future roadmap for Project Managers? Do they really need to scale up on AI, NLP etc.?

As AI will start to be more and more introduced into the world of project management, its success will also be dependent on the ease of use. We believe that you need to have an understanding about the technologies you are using. The project managers who succeed with AI will likely be those who manage to see beyond the bounds of ‘human’ imagination, and answer questions about how this technology can add real value and drive positive change in project management and business transformations. This will ensure the strategic value of project management.

Project Managers are needed for the risk taking factors and sensible judgment (humanness), at times, take decisions that do not conform to rational logic. Could AI fail in these areas?

It depends on the definition of failure, most likely the AI would take or propose different decisions – but this again depends heavily on the available training data for the AI. If such decisions were introduced in past projects and have worked out to great success, then the AI might emulate such a decision or recommend similar action because it has learned that this is successful. AI will undoubtedly change how projects are delivered and how project management as a practice will evolve. In the midst of this evolution it is important to remember that there is something AI cannot do – be human. This means that project managers will also stay relevant in the age of AI if they focus on the core skills of project management and progressively move into work that emphasizes human skills. This includes: Leadership, People and stakeholder management,  Communication (verbal & non-verbal), Storytelling, Empathy, Emotional intelligence, Negotiation. In summary, we believe that AI will assist, not replace, project managers, the big decisions will therefore be data assisted, but never autonomously taken by a computer.

Where would Organization invest - best PMs or AI implementation? How is the cost factor leveraged from the Organization's perspective?

A new generation of data engineers is entering the job market and looking for possibilities in the business world. An investment early on into these specialists will help companies to get an edge on how to store, manage and use project management data in a way that is preparing them for the future with AI assisted project management. The more mature AI technologies will become, the better will early adopters find ways to leverage their knowledge and skills on the new possibilities the technology brings. In our view the investment should be first into the people, then into the data collection and afterwards into technology, starting with proven methods like document scanning, on which you can build up on.

Digressing a bit from the topic:) - What is the ground reality? - Do certifications such as PMP, Agile, Six Sigma Lean etc., still hold a weightage in the recruitment process?

Project Management Certifications are still and will remain relevant in the future in the recruitment process. However, the real value of these certifications is only there, when combined with experience gained out of real-life project experience, which – as we all know – is a prerequisite for the PMI-PMP certification. Furthermore additional certifications in new digital technologies, industry knowledge as well as innovation, creativity, empathy and leadership capabilities would be beneficial for a career in project management.

Say, around 5-8 years from now, would the Project Management Office exist? What would happen to Project Management methodologies of today?

Our prediction is that project management offices will still exist over the next 20 years at least. As AI will in the near to mid future only assist the PMO, their tasks will shift and what is manual work today, will be partly automated. PMO will shift its focus from information gathering, monitoring and distributing to a more data driven environment with capabilities in data analysis and prediction of the project progress, as well as risk management and mitigation.

As a final question, could you please share your valuable advice on the latest skills needed for a Project Manager to stay "in-tune" with the Organizations' strategy?

As said before, basic skills and real life experience in project management will be the foundation of today’s and future Project Managers. That will remain! However to stay “in-tune” with the Organization’s strategy no matter what the future holds, I believe there are some universal ingredients you need to explore, adapt and apply to stay relevant:

  • Make decisions based on purpose and value: Build a future-looking understanding of how project managers and new digital technologies might collaborate to deliver your corporate purpose. Furthermore, create an open and transparent narrative on how you are influencing, planning and delivering on the future of the project management work – individually and for your organization.
  • Embrace technology as a force for good: Clarify how digital technologies can enable the redesign of your project management work, enhance productivity and customer experience, and enable a focus on more value-added tasks. Additionally, use sophisticated planning and predictive analytics tool to increase accuracy in your project plans and resource allocations in each of the four worlds you may be in.
  • Focus on the humans and the humane: Understand the skills you have in your project teams now (not just the roles your team members currently perform) and the gaps to the skills you will need in the future. Think beyond simplistic concepts like ‘we need more soft skills in our project’. Strengthen innovation, creativity, empathy and leadership capabilities in your project alongside critical technology skills.

Retrospective to PMI Switzerland’s 11th PM Conference

Author: Leandro Benda, PMP

Leandro Benda

Imminent landing in the future of project management, keep your seatbelts fastened and taste it!

On Wednesday September 21, the 11th PMI Switzerland Project Management Conference (PM Conference) took place in the beautiful premises of our sponsor, PwC in Zürich, whom we thank for their valuable contribution. This year we had a future-oriented theme "Innovation in Project Management - Shaping the Future of Projects".

28 volunteers contributed for 4 months to the success of this event under the leadership of the orchestra conductors: Martin Härri, Valerie Pierre and Adi Muslic. A big thank you to all of them for the unfailing commitment shown.

130 participants from different sectors such as IT, consulting, food industry, chemistry, transportation or banking among others, joined us and contributed to make these sessions interactive. A big thank you for your participation.

After the welcome message from our PMI Switzerland Chapter President Stefan Vesenmeier, keynote speaker Marc Lahmann from PwC spoke about the strategic topic of artificial intelligence in project management, giving us the opportunity to better understand why some AI projects have failed in Project Management and how to make AI a success story. This before handing over to Dr. Sebastian Bosse, Transformation Coach & Trusted Advisor at AdEx Partner, who shared his experience on organizational transformation, the secret recipe for sustainable success. His interesting claim was that “organizations must make themselves more agile, adaptable and limitless to face future challenges.” The ability to design such adaptable organizations is becoming more and more a competitive advantage. Fields of action are naturally the structures and end-to-end processes, but above all is the way of working - and thinking - in the company. This does not only have an impact on business, but also poses significant challenges for project managers within these companies.

Following this intense morning, participants were able to enjoy a wonderful lunch and networking opportunity to build up their strength for the afternoon.

Several mini and breakout sessions were on the menu after the lunch break, covering strategic topics such as agile, citizen development, psychological safe environment, project management for social good and an interesting Agile simulation game. We would like to thank our volunteers, sponsors and all speakers for their facilitation of these sessions. 

Each session was followed by a coffee break, which was also an opportunity for everyone to share experiences, challenge themselves and obtain advice from other participants. 

The closing keynote was given by Vartika Parikh, account executive at Microsoft, who told us about Citizen Development for Project Managers, an opportunity to create and innovate. 

During the wrap up provided by our volunteers Valerie Pierre and Adi Muslic, the lottery draw was held and 15 lucky winners were picked. Congratulations to them! An impressive sketchnote of the Conference was presented by speakTure gmbh to close.

To end the day well, there was nothing like a networking opportunity to exchange about the day and to enrich one's address book with precious contacts.

As a volunteer helper and first-time attendee of this conference, I was impressed by the organization, the team spirit and the venue that hosted the conference, even though it is a large and complex event. It was an opportunity to meet people with important professional skills and human values and to challenge my ideas with others.

I came out of it with enriched knowledge and a great teamwork experience. Interviews conducted during the conference will be published on youtube.

I can only recommend that you join PMI Switzerland and attend our future events. Please opt-in to PMI Switzerland’s event notifications and regularly visit the events page to learn more:

Kind regards,

Leandro Benda

Editorial PMI Switzerland Newsletter September 2022

Author: Shalini Krishnan, PMP

Shalini Krishnan

Dear Members and Subscribers,

Welcome to an action-packed September newsletter!

Focus is on the upcoming 11th PMI Switzerland Conference which will take place in Zurich on September 21. We hope you are as excited as we are! Registration is still possible, and you can learn more about the conference in this newsletter as well as on the dedicated site here.

We are also highlighting the benefits and importance of volunteering, and you can learn about what a few of our very own PMI Switzerland chapter volunteers have been up to through some of the interviews within this newsletter.

Happy reading and we hope you enjoy the last few days of summer in Switzerland :)

Visit the 11th PMI Conference Website

Authors: Valerie Pierre, PMP & Adi Muslic, PMP

Valerie PIERRE Adi Muslic NEW 100x100

Interview on Challenges and Perspectives

Adi Muslic and Valerie Pierre, project managers and organization leads of the 11th PMI Switzerland Conference, exchanged their views on the challenges and perspectives for project managers in 2022.


●      Valerie: Adi, this year’s conference theme is “Innovation in Project Management - Shaping the Future of Projects”, could you explain how it was chosen and why?

The theme is the result of a collective thinking by the conference core team and the Board of Directors. The first part of the theme “Innovation in Project Management”, we inherited it from the last two editions and kept it unchanged to symbolize that we are constantly looking at new innovations in our profession.

The second part “Shaping the Future of Projects” was inspired by new PMI initiatives (Citizen Developer, Wicked Problem Solving, Organizational Transformation) and the Global Megatrends 2022 report. In the last three years we have experienced two big disruptive changes that have changed the way of working for many organizations. This is especially visible in Europe where significant geo-political and economical changes are taking place.

There is also a shift in the ways we run the projects and programs across entire organizations where agile in different forms is becoming a new standard.

As project management professionals and changemakers, we are playing a key role in shaping the future of projects. The conference is a great opportunity to skill up and exchange experiences.


●      Adi: Valerie, since we are talking about shaping the future of projects, how do you see the role of project managers evolving?

As I see it, project managers are essential to the future of work in general.

First, one thing I’ve noticed is that post-pandemic, many organizations are retaining flexible home working policies. Which means that project teams which were fully co-located before need to adapt and adjust the way they collaborate. Project managers need to be up to speed with these new working dynamics. In the midst of even more uncertainty, complexity, and ambiguity, they need those “power skills” to lead their team to achieve the project objectives — collaborative leadership, innovation mindset, system-thinking, empathy, to name a few. And I think that project managers are instrumental in creating a psychologically safe environment for their team and I can’t wait to hear Deepak Bansal and Dr. Stefan Bodenstab’s breakout session which will cover that topic.

Then, while it’s not new that project managers need to understand the business case and their sphere of influence, they must take on a more strategic role. As digital technology (don’t miss Marc Lahmann’s opening keynote) frees them from routine tasks, they will be able to drive innovation and organizational change, and more importantly unleash their team’s creativity.


●      Adi: What are some of the challenges you’re seeing for project managers?

The last decade has been amazing in terms of technological changes. Think for a second, when did you start buying your ticket on the SBB mobile app or registering for an ESTA (Electronic System for Travel Authorization) at the airport from your mobile phones? Long-established businesses have had to adapt and fast. They need to be more customer centric, revamp monolithic backend systems (e.g. fintech), rethink internal processes, regain agility, modularize etc. Companies are currently at different levels of organization transformation maturity, which means that there is no “one size fits all” approach to project management, which in turn needs a lot of tailoring. I would definitely encourage you to attend the keynote and breakout sessions about organizational transformation, as well as Frank Tassone’s talk on Disciplined Agile (DA) to learn more about the Hybrid Process Toolkit and the benefits for your teams and organizations.

Then I personally think that to face today’s challenges in terms of uncertainty and all, one of the key skills for project managers in the field is creative problem solving. We talked earlier about the importance of collaboration. Well, on top of that, project managers need to become facilitators who solve problems collaboratively. You’ve probably used or heard of Miro or Mural, those digital white-boarding tools that help teams collaborate online to analyze a problem and generate creative solutions. 


●      Valerie: What are some of the challenges you’re seeing while organizing this conference?

This year we had a late start. Fortunately, the chapter’s Gold sponsor, PwC Switzerland, was there to support us and eventually we could confirm the venue quite quickly. However, the next step, confirming the event date, proved to be quite challenging. We could confirm the final date only in early May. Another challenge was finding volunteers ready to commit their time to such a large project as a conference organization. Volunteers typically can dedicate 1 or 2 hours a month. As we needed to progress very quickly, we needed volunteers who could dedicate at least 1 or 2 hours a week. We started with the core team in May. In June, we had Speakers, Participants and Marketing teams formed, in total 25 volunteers. Having a previous conference project manager in the team and good knowledge of the chapter organization and volunteers in different roles was critical to plan and start project execution in such a short time. The website was live at the beginning of July and we opened registrations.

Promoting and planning an event during summer holidays is also a challenge, though we managed it successfully and did not slow down.

The next challenge is the conference day. All teams will merge into one big onsite team to cover various activities, starting with welcome and check in, through sessions facilitation and technical support, to the event closure. We are working on all small details and I am confident all participants will enjoy this special day.


●      Adi: Why would you recommend your colleagues to come to the conference?

Attending an in-person conference is a unique experience. You get to be in one place with like-minded professionals. This allows you to reconnect with your peers, meet new people, exchange ideas and share your own knowledge. After a conference, I personally feel energized and motivated to apply practices and methodologies I learned about.

This year, our keynote speakers are coming from PwC AdEx Partners and Microsoft. They will talk about the use of AI in project management, Organizational Transformation and low-code/no-code business applications. We introduced longer break-out sessions that are in fact 90 minutes long workshops. I believe this will allow participants to learn more about a specific topic and get practical experience. In addition, there will be “Ask me anything” sessions to allow information sharing around agile, citizen developer, organizational transformation or more general PMI topics. This means plenty of opportunities to learn and be informed.

The day will start with a welcome breakfast, followed by a 30 minutes coffee break, lunch-network-learn break, another coffee break and close with the networking dinner. Over 6 hours to network and exchange experiences with other participants!

On top of all the networking and learning, we’ve prepared several exciting surprises. Let me just say that we will be drawing vouchers for following trainings:

  • 5 vouchers for PMI’s Wicked Problem Solving (WPS) (value $649)
  • 5 vouchers for IIL’s Innovation Project Management (value $650)
  • 5 vouchers for PMI’s Organizational Transformation Foundation
  • 5 vouchers for PMI’s Citizen Developer (CD)

Even if you are not lucky enough to win one of these exciting prizes, all participants will receive 20% discount vouchers for WPS and CD training.

You can only agree with me that there are many reasons to recommend attending the conference.


●      Valerie: What perspectives are you looking at in the short term for the PMI Switzerland chapter and the next conference?

PMI Switzerland is one of the most active chapters in Europe. Although much smaller than chapters in neighboring countries, in terms of member numbers, we are equally strong in terms of volunteers and activities we offer to our members. We are constantly adapting our strategy to member needs. We keep organizing virtual events along with in-person events. The Agile Community of Practice (CoP) will be soon joined by an Organizational Transformation CoP. These focused communities allow interested members to discuss and exchange on specific topics. We are also looking to extend our collaboration with universities, other organizations and corporations.

I am very happy to share that we have already identified the venue for the next year's conference. We have a great team and can therefore start planning the next edition right after we close the conference project at the end of September.

Please come and join us at the 11th PMI Switzerland Conference on September 21st!

Find all the details by clicking the button below:

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