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.
Adi Muslic, Copy Editor
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!
Loïc Hascher, VP Members
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:
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
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.