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that’s improving margins, reducing costs, responding to market pressures, or addressing technical limitations such as outdated systems.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
Blog
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?
Positioning the PMaI. Generational Tensions – Differences Worth UnderstandingO: more than an org chart question
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.
Leading Z-Gen project members
Generation Z refers to people born in 1996-2009. They are the second-youngest generation, between millennials and Generation Alpha.
There are two types of human generations: family generations and social generations. Society’s fascination with generations first began with sociologist Karl Mannheim (Mannheim Károly, Budapest, 1893) and his 1928 essay on the “theory of generations.” The premise of this theory is that pivotal historical events heavily shape the traits, values and attitudes of the people living in that period.
Z-Gen identity has been shaped by the digital age, climate anxiety, a shifting financial landscape, and COVID-19. They are known as „digital natives” — the first generation to grow up with the internet.
• They are generally more pragmatic, with both complicated idealism and worries for the future, dream of personal career fulfillment but expect economic struggles.
• They have less positive life outlooks, with lower levels of emotional and social well-being than older generations.
• They are more interested in belonging to an inclusive, supportive community.
• They are more individualistic, with a stronger sense of personal expression.
• They are more politically and socially active, advocating for what they believe on social media.
Focusing on the work general mindset of Generation Z in the workplace
Flexibility and autonomy
They want their work environment to adapt and respond to their needs.
Work that “matters”
They progressively feel that meaningful work is their priority and are willing to change jobs to find that.
Tech-savvy
They prefer using digital tools and platforms for communication and aim to seamlessly integrate technology into their work processes.
Visual methods of communication
As preference
• Empathy in the workplace.
They value empathy highly, respect and personal recognition focused more on productivity.
• Mental health concerns.
Healthy workload and meaningful support for their careers and help to manage stress in work
• Work and personal identity.
Work is a significant part of their identity but much less than older generation’s identity
Considering these specifics of Generation Z as project manager ideas how to keep them engaged:
Voice of younger team members
Need to do more than listen to their ideas — they need to make them a part of the action. Creating opportunities for them to impact on real change makes the workplace an exciting place, like
• digital surveys where employees can contribute ideas for projects or improvements
• involving strategy meetings where they can share their perspectives.
Positive work environment
A supportive and inclusive culture is vital to encourage a stronger sense of community and collaboration including a healthy work-life balance. Therefore, it is useful to regularly schedule fun events that foster teamwork and make the workplace more enjoyable and design work areas that are visually appealing and physically comfortable to enhance employee satisfaction.
Work-life balance and flexibility
Allow employees to choose their working hours within a specific range to accommodate their personal lives and provide the option to work from home on certain days of the week, enhancing personal time management.
Career development and growth opportunities
Providing clear pathways for progression and regular training ensures they meet their current job requirements and are prepared for future roles. Useful possibilities
• Pairing younger employees with experienced mentors provides critical learning and development opportunities.
• Offering regular training sessions in soft skills (like communication) and technical skills relevant to their roles.
Open communication and feedback
Tips to fulfill these expectations:
• Regular feedback sessions. On top of annual reviews, hold weekly or bi-weekly 1:1 meetings or Stand-ups to give your team more consistent feedback.
• Open-door policy. Encourage managers to keep an open-door policy to facilitate informal feedback and progress discussions.
Embracing technology and innovation
Z-Gen expects workplaces to be technologically advanced and support a culture fostering creative thinking and problem-solving beyond the regularly updated software and tools initiate competitions or hackathons to encourage new ideas and technologies.
One of the dangers of treating individuals or teams based upon an assumed generational or other stereotype(s) is that the assumption may be inaccurate. There are always anomalies compared to the generalization.
The changes and innovations in digital technology of the past couple of decades, however, have generated a complex system of effects which influence the citizens of individual countries in a very similar way. Owing to general access to the Internet the same events and processes can be followed by users in any corner of the world, the same impacts and trends are observed, and a new type of global generation in the case of Z-Gen has become more valid than earlier generations.
Leading a team predominantly composed of Generation Z members necessitates a distinct set of leadership skills, tailored to their unique characteristics and professional expectations. In the current landscape where digital innovation is not just prevalent but accelerating, the arrival of Z-Gen in the workforce signals a pivotal shift in project leadership paradigms.
Therefore, it has benefits recognizing and understanding generation trends and patterns, never forget that the key to engaging and retaining quality team members is to value the individual person with concrete nature and for what they bring to the team and the organization.
Imre Szalay, PMP
Credits:
About Motivating in Project Management
Blog
Regarding the Paris Olympics, there has been much discussion about the conditions for success. A well known coach put it this way:
“Ability is what you are capable of doing
Motivation detemines what you do.
Attitude determines how well you do it.”
Project management’s focus is "getting things done” therefore many PM discursion centered around "motivation" from beginning.
Many psychologists have established the existence of a prioritized hierarchy of needs that motivate individuals towards satisfactory performance. In particular, Abraham Harold Maslow (1908-1970), often quoted in project management literature, put forward a hierarchy depicted as a pyramid. This displayed basic psychological needs at the base and worked up to ‘self-actualization’ at the top.
Another motivational theory frequently referenced in PM literature is Frederick Irving Herzberg’s (1923-2000) Motivation-Hygiene Theory. According to this theory, the absence of hygiene factors can lead to dissatisfaction, but their presence alone does not significantly boost employee motivation. These include salary, working conditions, and leadership style. These factors are fundamental requirements to avoid dissatisfaction.
In contrast, motivational factors directly affect employee performance and satisfaction, fostering a positive attitude at work. Examples include responsibility, recognition, and creative work.
It might not be irrelevant to note how these two approaches relate. We can map Herzberg’s two factors onto Maslow’s pyramid
Taking a step toward practice, let's see what the workplace or project can do to meet Maslow's hierarchy of needs:
Self-actualization
Creative work
Opportunity for development
Involvement in planning own work
Esteem needs
Challenging work
Opportunity for advancement
Recognition, award, status symbols
Sharing background of decisions, own decision opportunity
Love and social needs
Teamwork
Supportive co-workers
Networking opportunities
Beyond the project interaction opportunities
Safety needs
Job security
Safe working conditions, co-workers’ friendship
Sound policies and practices
Fringe benefits
Physiological needs
Labor supporting devices
Work-Life balance
Adequate compensation package
The complexity of motivation is also indicated by the fact that Maslow himself later expanded his pyramid, which is less well-known, with new levels:
Cognitive needs such as creativity, foresight, curiosity, and meaning. Individuals who enjoy activities that require deliberation and brainstorming have a greater need for cognition. Individuals who are unmotivated to participate in the activity, on the other hand, have a low demand for cognitive abilities.
Aesthetic needs to beautify one’s life. This would consist of having the ability to appreciate the beauty within the world around oneself, on a day-to-day basis.
These needs are less related to workplace motivation or are not clearly distinct but can be embedded in other need levels. For example, helping with learning, improving knowledge of the world, and seeking truth beneath the surface address cognitive needs. Or workplace orderliness, cleanliness, and harmony satisfy aesthetic needs, but these aren’t strong motivating factors.
The need for transcendence isn’t really meant to be fulfilled in the workplace. Here, we set aside abstract political promises, focusing on a professional context. However, an interesting project management aspect has recently emerged that relates to this topic: the ability to handle unpredictability, a skill now in focus with the onset of pandemics, wars, and a chaotic world. This adds to the usual IQ (problem-solving ability) and EQ (emotional intelligence), with the addition of SQ, or spiritual intelligence.
SQ is the ability to analyze situations, recognize the possibility of change, and potentially modify circumstances to control a situation. Characteristics of SQ include:
- Flexibility (active and spontaneous adaptability)
- High self-awareness
- Allowing oneself to be inspired by values
- Willingness to find connections between different things (thinking holistically)
- Willingness to ask questions like: “Why?” “What if?” and seeking fundamental answers
- Possessing the ability to work against conventions
The relationship between SQ abilities and project management knowledge is illustrated in this diagram.
After the 1960s the discussion of motivation moved towards “on-the-job
development” from the general to the specific motivation and interpersonal and management competences.
This is the contingency approach (Fred Edward Fiedler, 1922 – 2017) to motivation recognizes that there is no one-size-fits-all method to motivate individuals in the workplace. Instead, it suggests that the effectiveness of a motivational strategy depends on various situational factors. This approach adapts to the unique needs of employees, the nature of tasks, and the organizational environment.
We can illustrate the complexity of motivation and the many factors that influence it with Edwin A. Locke’s (1938) diagram of the motivation process.
Maslow acknowledged the multifaceted motivational system behind human actions, but his model was somewhat static, which he realized when he introduced the transcendence level. Modern motivational approaches, while recognizing Maslow’s pyramid, focus on practices that consider specific environmental and interpersonal relationships. Studies and models examining leadership styles and their impact demonstrate how to manage and implement these aspects.
Imre Szalay
Sources
- Wikipedia
- Max Wideman: Dominant Personality Traits Suited to Running Projects Successfully, 2002 http://www.maxwideman.com/
- Janice Thomas – Thomas Menge:l Preparing project managers to deal with complexity International Journal of Project Management 26 (2008)
Project and Project Management in extreme situations
– Lessons from a Unique Antarctic Project –
Blog
Antarctica is home to 66 research stations from various countries, 37 of which are permanent.
At the PMI PMXPO 2024 conference, an insightful presentation was given about the reconstruction of the Brazilian station, which had previously burned down, between 2016 and 2020. How was it accoplished, and what generalizable project lessons can be drawn from this unique reconstruction under extreme conditions?
Projects, by definition, are about creating unique, non-routine things (services, products, processes). But when can we say that this uniqueness becomes extreme? Let's look at the challenges of this Antarctic project:
Spatial Challenges: Distances
- Brazil: The client, the Brazilian Navy, was the project’s commissioner, overall program leader, and quality assurer.
- China: The construction team.
- Portugal: The project and engineering consultant.
- Antarctica: The construction site.
Temporal Challenges: Strict Constraints and Unpredictable Obstacles
Work could only be done on-site during the summer. The construction site had to be vacated by March 15, ensuring that the work done wouldn’t be destroyed by winter and could continue the following summer. This required modular planning, preparing parts at the Chinese site, and practicing assembly there. This provided an opportunity to estimate and schedule work phases.
Scheduling was further complicated by the unpredictability of transporting materials from the ship to the island, affected by sea conditions. This impacted not only the transfer of modules but also the ship’s role as a temporary storage, whose inaccessibility occasionally caused critical delays
Resource Challenges: Non-Expandable Limits
Workers were housed in living containers, limiting the number of workers present at any time. Thus, it was impossible to involve additional workforce during a work period. Managing tensions from close quarters and the need for isolation was essential to maintain work intensity and motivation.
The Project Triangle
Considering the project triangle, the dimensions were far from being set in iron. Quality requirements (safety of people, long-term functioning station) were non-negotiable, while the other elements required continuous monitoring and re-planning. Adaptation was needed for goals and scope, renegotiation for costs, and constant attention and new schedules for timelines.
Risk Analysis
A thorough and extensive risk analysis was conducted, addressing various risk factors: technical (e.g., differing standards), external (e.g., weather unpredictability), legal-financial (e.g., contract modifications due to changes), human (e.g., cultural differences), material (e.g., missing parts), logistical (e.g., dependency on naval logistics), health (e.g., accidents, illnesses), and communication (e.g., differences between military and corporate styles).
Successful Completion and Project Management Lessons
The project was successfully completed, and the research station is operational. Key lessons:
- Patience is needed for uncontrollable conditions.
Preparing alternative plans to respond to unexpected events is worthwhile.
This exceptional project illustrates that project management, as a method, can be used under extreme conditions – conditions that are knowledge-intensive, continuously evolving, high-risk, and full of unknowns. Relying solely on rule-based and standard-based planning doesn’t necessarily lead to success in such conditions. A project manager’s role is complex, requiring much judgment and maturity, dependent on the situation and context.
Project management, by definition, aims at innovation and discovery within an organization, in contrast to the repetitive, maintenance-oriented, exploitative role that is essential for the maintenance and efficiency of organizational operations. However, as project management becomes more widespread and integrated into organizational relationships, it tends to become institutionalized worldwide. This leads to the rationalization, or even over-rationalization, of project management. The logic behind rationalization is that following best practices, procedures, rules, and principles leads to success. This stems from the expectation of success, and the fact that success is usually measured based on a few criteria. Despite the immense growth in project knowledge, the success rate of projects, according to the Standish Group Chaos reports, has not improved for years because strict success metrics do not account for deviations due to adaptations to circumstances. Based on those criteria, the project for building the Antarctic station would not be considered successful, even though the clients and implementers deemed it successful.
In our rapidly changing world, economic and social events, changes within organizations, and strategic modifications bring unforeseen complications, and a project’s life is full of unexpected events. The traditional strict approach can no longer handle these frequent changes, requiring a more flexible methodology. (An example of this is the spread of the agile approach.)
Project Management Models considering extremity
Verganti proposes two management models for projects: traditional and flexible. The traditional model relies on standards and learned methods, being plan-centric. Project managers handle uncertainties during the project and try to mitigate problems’ costs and delays. The flexible model is action-centric, supporting the novel resolution of continuous uncertainties.
Interaction of Plan and Action-Based Approaches
The two models should not be viewed as mutually exclusive; rather, it is essential to develop the use of both approaches. This dual capability is known as planned flexibility:
- where the knowledge of methods plays an important role,
- but equally indispensable are adaptation to circumstances and learning from the given project. These should be integrated into one’s own knowledge base
Throughout a project’s lifecycle, there is a constant interaction between the plan and action-based approaches. Initially, operational modes are used, but during implementation, new circumstances trigger a shift to exploration modes, emphasizing renewal and adaptation.
A well-known study on organizational learning examined exploitation (efficiency, implementation) versus exploration (research, risk-taking, innovation). Aubry and Lièvre extend this dual capability (ambidexterity) concept from organizational context to project management, illustrating with two Arctic projects.
Conclusion
A project executed in extreme conditions sharpens the message that project managers need dual capabilities. Alongside deep knowledge (e.g., certification), they must adapt this knowledge to situations. Project management’s novelty factor requires the ability to see beyond rules, expectations, and “good enough” execution.
Imre Szalay
Sources
- Wikipédia
- Marta Krafta: Project Management in Extreme Situations: An Antarctic Experience. PMI PMXPO 2024
- Monique Aubry – Pascal Lièvre : Ambidexterity as a Competence of Project Leaders: A Case Study From Two Polar Expeditions. Project Management Journal, June 2010
- Roberto Verganti: Planned flexibility: Linking anticipation and reaction in product development projects. Journal of Product Innovation Management, Volume 16, Issue 4, July 1999
