Corporate Transformations: Beyond the Big Announcements
Event Type
Business Breakfast
Date
29.04.2026
At our recent Business Breakfast with ABSL, we discovered the topic of corporate transformations.
Do companies always need transformation?
One of the first questions we explored was whether organisations always need full-scale transformation — or whether gradual evolution can sometimes be a better alternative. The discussion highlighted that transformation should be driven by genuine business needs, whether that’s improving margins, reducing costs, responding to market pressures, or addressing technical limitations such as outdated systems.
Business and IT alignment is critical
A recurring topic was the importance of ensuring that business and IT leaders are aligned from the beginning. Transformation efforts often struggle when priorities are disconnected, or when initiatives are launched without clear ownership. Participants discussed the importance of structured prioritisation frameworks, long-term planning, and making sure leadership teams are aligned on goals.
The importance of strong sponsorship
Successful transformations need active sponsorship from senior leadership. This sponsor often needs to bridge both business and technology functions and ensure momentum remains strong throughout the initiative. Without this level of support, even well-planned projects can stall.
Why transformations fail
One of the most honest parts of the conversation focused on failure. Common reasons included:
- lack of employee engagement
- unclear accountability
- weak follow-up from leadership
- overly ambitious scope
- trying to transform too much at once
Several participants emphasized that many organisations underestimate how challenging large-scale transformation can be.
Building the right foundations
We also discussed the importance of doing foundational work before launching major initiatives. Clean data structures, clear process ownership, change management capabilities, and reducing dependencies can significantly improve the likelihood of success.
Reducing complexity
Rather than trying to overhaul everything at once, participants highlighted the importance of breaking large transformations into smaller, more manageable steps. Clear communication across teams and helping people understand shifting priorities were also seen as essential.
Knowing when to stop
A particularly interesting discussion point was recognizing when a transformation initiative is no longer delivering enough value. Sometimes the right decision is to stop, reassess, and redirect resources elsewhere.
What stood out throughout the morning was how candid the discussion was — many participants shared real challenges, lessons learned, and practical experiences from their own organisations.
Is Your PMO Ready to be a Strategic Partner?
Event Type
Business Breakfast
Date
29.01.2026
At our recent PMO Business Breakfast, one question kept resurfacing in different forms
Where does your PMO stand today – and what would need to change for the organization to see it as a strategic partner rather than a support function?
The discussion quickly showed that this challenge is far from theoretical. Many PMOs are delivering solid work, yet still struggle with visibility, influence, or recognition at a strategic level. The gap is rarely about effort. Much more often, it is about positioning, focus, and how value is communicated.
Positioning the PMO: more than an org chart question
One of the strongest themes of the morning was that PMO positioning is shaped by far more than formal structure. Whether a PMO operates in a supportive, controlling, or directive mode has a major impact on expectations – and in reality, many organizations combine all three. Directive PMOs, in particular, tend to be embedded more deeply in business structures rather than functioning as purely governance-focused units.
Leadership matters just as much as structure. The credibility, influence, and personal network of the PMO lead can significantly affect how the PMO is perceived. Organizational changes can also shift the balance overnight: new management layers may appear above the PMO, altering its room for maneuver.
Several participants highlighted the growing role of specialized PMOs. Product-, domain-, or theme-focused setups – such as transformation offices, AI-focused portfolios, or ESG-related initiatives – can significantly increase relevance, especially when project managers are encouraged to develop deep expertise in these areas. In this context, even the name of the PMO plays a role. Units named after activities and outcomes, rather than administrative functions, are more easily seen as part of value creation.
None of this works without sponsorship. A senior executive who directly benefits from PMO outputs – transparency, decision support, structured escalation – is essential. Even when no direct reporting line exists, successful PMOs actively build and maintain this relationship instead of waiting for formal authority.
From execution to value: how PMO processes make the difference
Another recurring insight was that PMOs must constantly prove their relevance. Visibility and differentiation are critical: if stakeholders cannot clearly articulate what the PMO adds beyond “project administration,” the strategic conversation is already lost.
Strong project management fundamentals remain the foundation. Without them, positioning discussions become meaningless. But beyond the basics, PMOs need to shift toward stakeholder-driven operations. Reporting, tools, and governance mechanisms should be built around real decision-making needs, not internal convenience.
Several participants emphasized the importance of consciously demonstrating value. This includes defining what “value” actually means for different stakeholder groups and finding ways to measure and communicate it. Internal communication and marketing are not optional extras here – they are core capabilities. Executive stakeholders, project sponsors, and project managers all require different messages and different proof points.
Even small details matter. Clearly branded reports help reinforce ownership and distinguish PMO-added value from other functions. Similarly, the benefits of PM pools, portfolio management, or competency centers must be actively articulated – otherwise they risk remaining invisible despite their impact.
Capabilities and culture: where credibility is built
Ultimately, strategic PMOs earn their position through behavior and results. Administrative excellence alone is not enough. What builds trust is a problem-solving mindset – a PMO that helps the organization move forward, remove obstacles, and make better decisions.
Investing in the project management community is a powerful lever in this regard. Active knowledge sharing, capability development, and community building strengthen both delivery quality and organizational influence. Just as importantly, successes must be communicated regularly. If results remain hidden, their strategic value will be underestimated.
Becoming a strategic partner is a deliberate journey
The discussions made one thing clear: there is no single structural fix that turns a PMO into a strategic partner. The transformation happens across three dimensions at the same time.
Organizationally, PMOs must consciously position themselves upward and inward through sponsorship, naming, and political awareness. In their processes, they need to move toward stakeholder-centric, value-based operations supported by measurement and communication. And in terms of capabilities, they must foster a solution-oriented culture and a strong professional community.
Strategic PMOs are not defined by where they sit – but by how clearly they create, demonstrate, and communicate value.
Application Lifecycle Management
Event Type
PMO Club
Date
04.12.2025
At our recent PMO Club we talked about Application Lifecycle Management in an Automotive Context
The presentation explored how a leading automotive supplier confronted a growing challenge: after the start of production, software-driven products continued to generate new feature requests, configuration variants, and compatibility updates, resulting in a “never-ending project” scenario. Traditional project management structures—based on the V-model and a strict separation between development and series production—could no longer support the constant influx of post-launch software demands.
To address this, the organization evaluated multiple frameworks, including Product Lifecycle Management, Software Development Lifecycle, and Service Management, but found that none fully aligned with the hybrid hardware–software nature of their systems. This led them to explore Application Lifecycle Management (ALM) as a comprehensive approach covering the entire lifecycle from concept to retirement.
The speaker outlined how ALM introduces continuous development, maintenance, and operational oversight beyond SOP, and how its principles required reinterpretation in the company’s project-oriented environment. Key expectations included full lifecycle coverage, cost optimization, and improved transparency and quality tracking.
A comparative simulation of traditional, agile, and hybrid methodologies showed that agile and hybrid approaches outperform classic project management in environments with frequent change and high uncertainty. This finding guided the company toward a hybrid setup:
– maintaining the overarching traditional PM structure,
– but embedding agile practices (Scrum teams, CI/CD, iterative development, DevOps tools).
Vendor-side teams were also transitioning toward agile or hybrid models, enabling smoother collaboration.
The introduction of tools such as Jira, Confluence, and Azure DevOps significantly improved version control, collaboration, incident and problem management, and integration between development and operations. Early adoption of AI and machine-learning applications—particularly in linking requirements with test cases—further enhanced efficiency.
The transition was not without challenge: the learning curve spanned 1–2 years, some initial solutions had to be discarded, and organizational alignment required continuous refinement. Still, the shift toward ALM ultimately delivered greater flexibility, better lifecycle visibility, and more sustainable handling of ongoing feature and variant requests. The presenter emphasized that adopting ALM isn’t about applying a ready-made method—since no mature standard exists yet—but about iterating, learning, and adjusting in true agile fashion.
PMO: Friend or Foe?
Event Type
PMO Club
Date
30.03.2025
Thank you for joining the latest session of the PMO Club, where Dóra Béres shared her insights on what it takes to build a PMO from scratch within a rapidly growing company. The session offered a highly honest, experience-based look at how a PMO can evolve from a function that initially raises skepticism into a true business partner.
Dóra’s example comes from the Alteo Group, which entered a phase of becoming a large enterprise following MOL’s acquisition of a partial ownership stake. In this dynamic and fast-changing environment, the unification of project management practices, strengthening transparency, and establishing strategy-focused portfolio management became essential.
The early phase required reactive operations — “quick wins” and a lot of personal persuasion. This was achieved through stakeholder interviews, mapping data needs, creating manual reports, and actively stepping in to help with projects facing difficulties. Dóra emphasized that at this stage, a PMO doesn’t need to “predict the future”; it needs to deliver clear, tangible, fast results that help the organization immediately.
The turning point came with the introduction of a unified PMO system based on a single source of truth (SPoT), supporting automated reporting and data-driven decision-making. Alongside this, PMO standards, methodologies, governance elements, and templates were created. One key lesson: methodology only becomes real and meaningful when the organization sees its day-to-day practical value.
Dóra highlighted the factors essential for gaining acceptance of a PMO: creating value through quick wins, building a consistent professional foundation, ensuring high-quality reporting, forming partnerships with critical leaders, and supporting the company’s strategic objectives. Participants also heard striking examples of how even initially resistant leaders eventually shifted toward active collaboration.
Future plans include expanding the PMO team, taking ownership of cross-functional projects, further integrating the OKR framework, and strengthening project culture and PM competencies across the organization. In this way, the PMO can operate as a true strategic partner rather than merely a control function.
The session concluded with a lively discussion on selecting the right PMO tools, training approaches, and effective stakeholder management practices. Participants also shared valuable experiences from their own organizations.
We hope this summary is useful for those who could not attend in person. We will soon return with details of the next event.
What PM Leaders Are Really Talking About?
Event Type
Business Breakfast
Date
27.11.2025
What PM Leaders Are Really Talking About?
After presenting the results of our PM Survey the room shifted toward a deeper conversation – one that revealed what project managers and PMO leaders are genuinely concerned about today.
The discussion quickly became an honest exchange of experiences: what works, what doesn’t, and where the profession is heading. Below is a summary of the themes that resonated most strongly during the session.
The Skills Challenge: It’s Not About Certificates Anymore
One of the first topics that surfaced was the ongoing struggle to identify and nurture the right skills. Participants agreed that soft skills — communication, leadership presence, adaptability — are increasingly becoming the true differentiators among PMs.
But recognizing these skills isn’t easy.
Several approaches were mentioned:
• running assessment centers,
• using practical case studies,
• and evaluating candidates through real project scenarios.
External recruiters, however, often fall short in understanding PM profiles deeply enough. And while senior external contractors can provide quick relief, they come with a high price tag.
This leads many companies toward internal solutions: upskilling programs, homegrown certifications, mentorship, and a stronger focus on attitude over credentials. As one participant noted, “Certification is nice — but attitude is what keeps a project alive.”
Meanwhile, international competition for strong PM talent is pushing salaries upward, creating tension around internal equity and retention.
Change Management: From ‘Nice-to-Have’ to Non-Negotiable
If there was one topic everyone agreed on, it was this: change management is no longer optional.
Participants emphasized that complex projects simply cannot succeed without structured change management embedded from the start. This includes:
• clear change ownership,
• strong leadership communication,
• and the presence of true change agents who can guide people through uncertainty.
Tools matter — but mindset matters even more. And above all, organizations need to shift towards a people-centric approach to change, not just a procedural one.
The Broader Picture: What Today’s PMs Need
Beyond the main topics, several recurring themes emerged:
• the growing need for practical tools to support non-professional PMs,
• the reality of managing resources across BAU and project activities,
• the pressure of global competition,
• and the constant challenge of operating in an environment that never stands still.
These conversations reminded everyone why community moments like this matter. They create space for collective learning, for comparing experiences, and for acknowledging the capability gaps we must address together.
Where We Go From Here
Perhaps the strongest message from the room was simple:
Let’s keep talking.
The PM community clearly values open, honest dialogue — not just about frameworks and methodologies, but about real-world challenges and the human skills needed to navigate them.
We also identified a list of interests, which can be a great direction for any conversation in the future:
• soft skills
• change management
• resource management, allocation, BAU/projects work, global competition
• project governance
• GanAI
• automation tool
• order to cash projects
• PMO management
• transitions projects
• challenges: continuously changing business environment
• process migration
AI in PM/PMO Practice
Event Type
Business Breakfast
Date
25.09.2025
Artificial Intelligence (AI) has become one of the most influential trends shaping the work of Project Management Offices.
Its rapid adoption across industries raises new questions about leadership, data security, and operational processes. In project management, AI is not only a technological tool but a mindset shift — capable of transforming how teams plan, report, and make decisions.
AI in Project Management Practice
Among PM and PMO professionals, the perception of AI is marked by cautious optimism. Most leaders recognize the potential for automation, data-driven insights, and improved efficiency, but the lack of role-specific use cases and persistent security concerns slow down adoption. AI is often compared to the industrial revolution — the technology is here, but the ways of applying it effectively are still being defined.
In most organizations, two factors determine how AI is used: governance and trust. Some companies allow AI under controlled conditions, while others restrict its use entirely due to data privacy risks. The fear of leaking sensitive corporate information remains the main barrier. As long as this uncertainty persists, AI will remain underused despite its clear potential.
Keys to Effective Implementation
Successful AI integration starts with clear policies. A simple, understandable guideline that defines what kind of data can be shared with AI systems, how approvals are handled, and how usage is logged is essential. This not only protects the organization but also builds confidence among users. Without transparent governance, AI is often viewed as risky; with it, AI becomes a trusted assistant.
Equally important is shifting focus from tools to tasks. Instead of asking ‘Which chatbot should we use?’, PMO teams should ask ‘Which project tasks can AI improve?’. Areas such as meeting minutes, WBS updates, and status summaries are perfect starting points. This task-driven approach helps move beyond the hype and delivers tangible benefits.
Small Steps and Safe Experiments
The most effective way to introduce AI into project management is through small-scale pilots. The ‘Human in the Loop’ concept — where AI-generated outputs are reviewed and approved by humans — provides a safe environment for experimentation. Such pilots allow teams to learn, measure results, and refine their approach before scaling up organization-wide.
The Road Ahead
AI can lead PMOs toward greater structure, speed, and transparency. By automating repetitive administrative work, it frees up time for strategic thinking. However, success requires more than technology — it demands a mature culture built on trust, accountability, and clarity. AI should act not as a replacement but as a collaborator, enhancing human judgment and efficiency.
Ultimately, AI represents not a threat but an opportunity for growth in project management. Its greatest potential lies in a partnership between human expertise and machine intelligence — where technology accelerates, but people lead.
Generational Differences and the Future of Project Management
The world of project management is undergoing continuous transformation – not only in methodology but also in human dynamics. Cross-generational collaboration is becoming increasingly important, as it’s now common to find Gen Z juniors and Gen X or Baby Boomer seniors working together in the same project team. This presents not just challenges, but valuable opportunities as well.
This article explores two closely related topics:
1 – What generational differences should experienced project managers be aware of?
2 – What soft skills distinguish truly successful senior project managers?
I. Generational Tensions – Differences Worth Understanding
Generation Z is now an active player in the workforce, bringing a mindset that differs significantly from the norms of past decades. This is not a matter of “better” or “worse” – it’s simply different. If managed well, these differences can complement and strengthen project teams.
1. Attitude toward Workplaces
• Gen Z: Purpose- and value-driven. If there’s no sense of growth or they don’t feel comfortable, they move on quickly.
• Older generations: Value stability, loyalty, and security – even when circumstances aren’t ideal.
Lesson: The younger generation’s dynamism pairs well with the perseverance and conflict-resolution experience of senior colleagues.
2. Communication Style
• Gen Z: Direct, fast, informal, mostly written.
• Older generations: Prefer formal, personal, phone or face-to-face communication.
Lesson: Finding a balance between rapid information flow and human connection is essential.
3. Work-Life Balance
• Gen Z: Emphasize flexibility, mental health, and burnout prevention.
• Older generations: Often prioritize work and tend to overcommit.
Lesson: Flexibility and boundary-setting are skills every generation can learn from each other.
4. Motivations
• Gen Z: Growth, social value, variety, flexibility.
• Older generations: Financial security, status, recognition.
Lesson: Talk openly about what motivates each team member – this avoids misunderstandings and reveals how people may interpret the same goal differently.
5. Learning Style
• Gen Z: Short, online, fast-paced, self-directed.
• Older generations: Experiential learning, more formal education.
Lesson: These learning styles can complement each other when blended appropriately.
6. Attitude toward Hierarchy
• Gen Z: Respect is based on personal quality, not title or age.
• Older generations: Respect experience and established hierarchies.
Lesson: Asking questions doesn’t mean disrespect – it signals curiosity and openness.
7. Work Style
• Gen Z: Multitasking, stimulation-rich, fast switching.
• Older generations: Deep work, focus, concentration.
Lesson: Teaching the value of deep focus can be invaluable to younger team members, while their momentum and fresh perspective can energize more senior colleagues.
8. Confidence and Assertiveness
• Gen Z: Open, assertive, sometimes overly so.
• Older generations: Often hesitant to ask for what they deserve.
Lesson: Assertive communication and setting boundaries are key development areas.
9. Feedback Culture
• Gen Z: Expect quick, frequent feedback.
• Older generations: Accustomed to more infrequent reviews.
Lesson: Redesigning feedback processes to suit both parties enhances collaboration. Expectations should be clarified from the start.
Summary – Turning Differences into Strengths
• Reverse Mentoring: Tech-savviness ↔ wisdom from experience
• Mixed Teams: Freshness + routine
• Dialogue: Open and honest communication reduces tension
II. Ideal Soft Skills for Senior Project Managers
Technical skills are essential but not sufficient. In today’s complex and rapidly changing environment, additional competencies are required – these are what set good project managers apart from great ones.
These insights are based on conversations with experienced senior PMs from various industries, rather than formal research.
Leadership and Collaboration
• Ability to lead and manage stakeholders
• Delegation, ownership, decision-making
• Teamwork, motivation, servant leadership approach
Communication and Connection
• Communication tailored to different levels
• Conflict management, feedback culture
• Empathy, emotional intelligence, cross-cultural sensitivity
Self-Management and Learning
• Time management, stress management, resilience
• Willingness to learn, growth mindset
• Critical thinking, strategic vision
Ethical and Cultural Fit
• Humility, integrity, ethical operation
• Flexibility, alignment with company culture
• Coping with change, fatigue and change management
Additional Considerations for Contractors
• How long have they worked as contractors? (Adaptability, handling new environments)
• How many projects can they manage simultaneously?
Conclusion
The two themes discussed – generational collaboration and senior PM soft skills – reinforce one another. A successful project manager handles not only tasks but also people of different ages and mindsets.
When a senior leader embraces generational differences with openness, it boosts not only project success but also team trust and efficiency.
Everyone benefits – both professionally and personally.
SSC Business Transformation
Industry
Shared Services Center (SSC)
Project Type
Business Transformation
Services Provided
Project Management (lead role), Transformation Governance, Stakeholder Management, Delivery Coordination
Challenge
A multinational company launched an SSC transformation to standardize back-office operations across multiple countries and functions.
The initiative involved overlapping local processes, unclear ownership, and strong resistance from retained organizations.
Tight timelines and ongoing business operations significantly increased delivery and change risks.
Solution
A dedicated transformation PM framework was established, focusing on clear governance, phased rollout, and dependency management across functions and locations.
The project was structured around a realistic transformation roadmap, aligning global targets with local constraints.
Strong stakeholder engagement and decision forums ensured timely escalation and alignment throughout execution.
Results
The transformation was delivered according to the approved roadmap, enabling standardized processes across participating SSC sites without disrupting daily operations.
Decision-making speed and transparency improved significantly, while risks related to scope creep and local deviations were effectively controlled.
Value Delivered
The project reduced operational complexity and created a repeatable transformation model for future SSC initiatives.
Case Study: Pharma ERP Transformation
Industry: Pharmaceutical
Project Type: Corporate ERP Transformation
Services Provided: Project Management, Change and Stakeholder Management, Delivery Assurance
Challenge: A pharmaceutical company launched an ERP transformation to replace fragmented finance and supply chain systems. Regulatory compliance, validation requirements, and global rollout complexity posed significant challenges.
Solution: The PM established a structured delivery model with clear phase gates, validation milestones, and cross-functional coordination. Strong governance ensured alignment between IT, quality, and business stakeholders.
Results: The ERP system was deployed across key regions in compliance with regulatory standards and agreed timelines. Visibility and predictability of delivery improved across the organization.
Value Delivered: The project created a compliant, scalable ERP foundation supporting future growth and operational efficiency.
Banking Cloud Migration Program
Industry
Banking
Project Type
Cloud Migration
Services Provided
Program & Project Management, Risk and Dependency Management, Vendor Coordination
Challenge
A regional bank initiated a large-scale cloud migration to modernize legacy infrastructure while meeting strict regulatory and security requirements. Multiple vendors, parallel workstreams, and regulatory checkpoints created high delivery risk.
Solution
A centralized PM-led migration roadmap was introduced, integrating technical, compliance, and business milestones. Governance forums and risk controls ensured alignment between IT, security, and external vendors throughout execution.
Results
Critical systems were migrated according to regulatory timelines, with no major service disruptions. Improved coordination reduced delays across interdependent workstreams.
Value Delivered
The program enabled a secure and compliant transition to cloud infrastructure while strengthening delivery governance for future IT initiatives.
