Authors: Daniel Rodellar, PMP
The "Take Part!" event in Geneva that took place on 27 September 2018 was an insider event on what you can do as a PMI Switzerland Chapter member, and learning how others contribute towards and benefit from the institute. These presentations featured an introduction from Jan Cardol, CEO of the PMI Netherlands Chapter, who joined us for this occasion to tell us what has been achieved in the Netherlands, mainly working together with industry and academia.
Some highlights of the presentation in a nutshell:
When classified by industry, 70% of chapter members are in delivery services. One could classify them as "enabling industry" (like ICT service providers) or "creating industry" (delivering products to creators and market). Sponsoring is paying more attention to the creating industry.
By combining industry and academia, we bring scientific research toegether with practice (pragmatic approaches).
Strong links have been developed and maintained over the years by your chapter volunteers, leaders and colleagues, neighboring chapters, PMI mentors, the EMEA Center in Brussels, communities of practice, the PMI Global Board of Directors and many expert practitioners.
The PMI Netherlands Chapter was historically sponsored by those with a strong enabler focus (construction and engireering environments).
The Project Manager 2020 is a set of opinions on the future of project management by the executive circle of the PMI-NL Chapter (BIG10) called “How do we view the project manager of 2020?”. Project complexity has increased with time, and there is a move away from the triple constraints of time, scope and cost towards the more expanded constraints of risk, reputation, quality, and value brought to an organization.
There are two new roles that appear on the triangle over the classic "time-costs-scope" triangle, namely the product manager and the architect. There is more than one PM required on the projects, at least one per competence.
The project manager, product manager and architect are the three pilars of high performing organizations, but this setup needs to be adapted with the company culture, the personal skills, business & leadership and technical competences.
On creating alliances with academia, the main focus is on being more loosely coupled with certifications.
To the question "Could we transfer project manager skills across industries?", the product is just different. A project manager that can do that is defined as an organisational PM and has some specialists that deal with the content and technical topics.
Do not forget the power of diversity. When all people share the same mentality, there is no room to give a different view on problems.
On the question about self-organizing companies, the presenter said "you know... all animals are equal, but some animals are more equals than others."
At the end we enjoyed a brief presentation of the Sponsorship Team by Manju, with details on the sponsoring cycle, the pricing, the team and the great sponsors' satisfaction index (renewal is at 99%). Do you want to become a volunteer and have great sales skills? Sponsoring is the place to be!
Finally, Yann gave an introduction of the Swiss Corporate Network Group (SCNG) and the Volunteers Team.
The main goal of the group is to share excellence in project management form the past 15 years. And for the volunteers it is about giving the most precious asset we have: TIME!
The event was closed by the Social Good 2018, the PMIEF introduction and the e-Newsletter by Agatha.
Authors: Daniel Rodellar, PMP, Publications Director, and David Fowler, PMP, VP Communications
Indeed, there were 300 hits on the three options (Green, Amber and Red) that gives a very high rate given the number of views and distribution emails. Thank you very much to all of you for your participation!
The results are essentially one third on each category. We are analyzing the comments given and trying to adapt our Newsletter delivery to fit better the expected quality and formats by our readers.
We have several options open to make changes and aim for a better experience. If we examine the results we see that one third of the feedback is unhappy with the current Newsletter and they would like us to change it. That's very important feedback for us. We put a lot of effort in to deliver a valuable newsletter to your inbox every month, gathering content, organizing ourselves and creating this customized email. If the readers are not happy with the content or the format, we need to improve to satisfy these expectations, otherwise our efforts are not justified.
At the same time, two thirds of the feedback are happy with the current newsletter. Half of them would like to do some changes, and the other half is fully satisfied! It was a great positive feedback, as we mainly hear the negative feedback of those who are not happy. This was the first time we could put things into context, going away from personal preferences to a readership-wide view.
Even if the results are mainly positive, we take the opportunity to see what could be improved. We target to make this request for feedback again and see how we expand the positive feedback statistics.
Again, thank you so much for all this feedback, it means to us you care about the newsletter, and it makes our effort worth the time spent!
the Newsletter Team.
Author: Adi Muslic, PMP
September, to me, is always about new projects. In many organizations, the budget for next year is discussed and in others, the budget that was agreed in June is being now turned into new projects.
This is also the time when project managers should be very active in sharing their view and insights on how these new projects should be set up and run. This aspect of the business analysis is often ignored and project managers are just simply assigned to projects without a deeper understanding of the environment or required resources and with an estimated project budget. Project managers may even find themselves looking for the project sponsors in the organizations with weak project management governance.
It is a big challenge to meet business expectations of delivering on agreed business objectives in terms of cost or time without committed resources and motivated stakeholders.
This can be mitigated if project managers are consulted in the initiation phase as they can, using their experience, highlight potential risks, help in establishing realistic business targets, engage stakeholders and influence business decisions.
Early engagement in future projects is often the key to their success.
I hope you will like the newsletter and sign up for one of the Chapter’s events.
Author: Daniel Rodellar, PMP
At the end of August, we had a great event in Geneva with a well known Swiss top Manager: Benedikt Weibel.
He excellently described how he turned the Swiss railway (SBB-CFF-FFS) around and the lessons learnt on big projects like Rail 2000, the Euro2008 football project and the WESTBahn.
He faced many disasters during his CEO years at the Swiss railways, including dead and injured people, large chemical incidents, and that put safety as a priority. KPI number of accidents per 100 employees dropped from 11.4 to 4.8 along his years as CEO. Do you know which day of the week are these accidents more frequent? Mondays! Attention is a key aspect to prevent accidents.
Benedikt created a Tour de Suisse to engage into a dialogue with the ten thousand employees. The result was the reduction of the power distance (the authority as CEO versus employees) and it was his way to better understand the "morale of the troops". His advice is to eliminate the filters as bad communications are always filtered by middle management.
He talked about poor leadership (leadership by anxiety and fear, using the boss authority), also about management principles, and eleven points on lessons learnt. He illustrated all those lessons with concrete examples from the Rail 2000 flagship project (On December 12, 2004, a magic moment, a big bang with a new timetable during the first phase of Bahn2000), from Euro2008, and from WESTBahn.
We learnt how much anticipation is key, and undoubtedly it is as well valid for our own projects, for every risk they had though a mitigation. But sometimes, bad luck, the risk that materializes is not on the risk register. On June 22, 2005, a short circuit on a long-distance power transmission line in central Switzerland led to a chain reaction. The entire Swiss Federal Railways network was out of service during rush hour.
We learnt how important is to define a last point of return, because you must be able to stop projects. And to install reserves in the business plans, that are always wrong, simply because it is about the future (that we do not know!) and there are too many parameters and complexity (sensitivities in these parameters can change the case completely).
It was a great event, very well organized and we had the opportunity to appreciate lively thoughts during the networking session that followed.
Authors: Diana Lagalante, PMP, and Daniel Rodellar, PMP
Today’s communications are mainly performed through Social Networks. Most of us are users of these networks to communicate to our friends, family, colleagues and business partners. These communication tools require, as any other tool, some training and get to know the best practices.
Members and volunteers of the PMI Switzerland chapter can attend the dedicated upcoming Social Media Guidelines online training webinar that was put in place by the Marketing & Social Media team.
We target September for the webinar to be available!
The goals of the free-of-charge webinar are to inform members and volunteers on PMI Digital & Social Media Channels, to train them on how to communicate and post correctly all PMI related events, news, workshops, etc respecting our new social media guidelines.
The registration link will be available soon on our social media channels. Stay tuned!