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.
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.