PMI Global Insights

By: Michele Mattera, PMI-ACP

I had the pleasure of presenting at the PMI Global Summit Series Europe event held in Barcelona on April 7–8th. My presentation, titled “Navigating Multicultural Dynamics in High-Performing Research Teams,” explored my perspectives on this crucial topic, drawn from years of experience in diverse research environments across Europe. Interestingly, the subject resonated strongly with project managers from various industrial sectors. This talk aimed to underscore the significance of cultivating cross-cultural competencies through practical guidelines that can empower both managers and team members to recognize and address cultural biases, ultimately enhancing team performance.

In today's interconnected world, many project teams operate within multicultural environments. My presentation addressed the critical question of how to leverage the richness of diverse teams while mitigating potential misunderstandings arising from cultural differences. The core problem lies in the often-unrecognized cultural biases that can impede communication, collaboration, and ultimately, team performance.

Key takeaways emphasized the importance of proactive strategies, including honing active listening skills to truly grasp varied viewpoints, embracing adaptability in the face of evolving cultural dynamics, and cultivating empathy to forge stronger cross-cultural bonds. Furthermore, the presentation underscored the need to strategically prepare for cross-cultural interactions to minimize friction and to foster a psychologically safe space where open communication and effective conflict resolution can thrive. These guidelines serve as a practical framework for enhancing collaboration and maximizing the potential of multicultural teams.

Q&A

Question: Your topic is very interesting, and I have the chance to work with a multicultural team. I really agree with your guidelines, as I already do what you have identified as takeaways. But the problem is that my team is not responding. What can I change to make them share?
Answer: Thank you for this insightful question. It's understandable that even when applying these guidelines, you might encounter initial reluctance from your team. Building a truly open and communicative environment takes time and consistent effort. As a manager, one powerful step is to lead by example by openly sharing your own vulnerabilities and thought processes. This can help your colleagues understand you better and foster a sense of reciprocity.

Furthermore, consider referencing established cultural frameworks. During my presentation, I mentioned several, including Hofstede's Cultural Dimensions, Lewis's Cultural Behavior Dimensions, and Earley & Ang's Cultural Intelligence. We could also consider Trompenaars's Model of National Culture Differences. Introducing these frameworks can provide a neutral and objective lens through which to discuss potential differences in communication styles and expectations.

Importantly, revisiting the guideline of fostering a safe psychological space is crucial here. If your team members don't feel secure and trusted, they will likely be hesitant to share their thoughts and ideas, perceiving any attempt to encourage participation as pressure. Building this trust takes time and consistent demonstration of respect, empathy, and active listening. It's a gradual process, but by consistently embodying these principles and perhaps gently introducing cultural frameworks as discussion points, you can encourage a more open and collaborative team dynamic over time.

Question: During your talk, you mentioned that you include cultural awareness as “pillars” for your methodology. But in reality, how do you start a conversation about cultural awareness?
Answer: That's a great practical question. Initiating a conversation about cultural awareness doesn't need to be a formal or intimidating process. Think of it as creating opportunities for subtle exploration and shared understanding.

For instance, you could start with simple, everyday scenarios. Imagine a team tradition like bringing breakfast on a specific day. Instead of assigning it, you might casually ask on the preceding day: "What kind of breakfast treats would you all enjoy? Anything you particularly like – sweet or savoury?" This seemingly small question can open a window into different cultural preferences and spark curiosity.

You could also weave in broader questions more organically, perhaps during a team coffee break: "Thinking about your previous roles, what were some of the communication challenges you faced?" or "Have you ever been surprised by a cultural difference in a work setting?" You might even gently ask: "Have you ever noticed any cultural biases – either in yourself or in others – in past experiences?"

The key is to build trust within the team. If individuals feel safe and respected, they will be more inclined to share their experiences and perspectives. Remember that cultural frameworks are valuable tools for understanding and predicting cross-cultural interactions and for minimizing potential friction. By fostering open dialogue and demonstrating genuine curiosity about each other's backgrounds, you can gradually cultivate a stronger sense of cultural awareness within your team.

Closing

I had a great time presenting at the PMI Global Summit Series Europe event in Barcelona, and I truly valued the engaging questions and discussions that followed. For those who couldn't attend or wish to revisit the presentation, the full recording will be available on demand through January 30, 2026. You can find more details and access the recordings by visiting Global Summit Series Europe 2025. I look forward to continuing this important conversation and connecting with you all!

By: Erika Kiely, PMP

In April, I presented at the PMI Global Summit Series Europe 2025, a remarkable event filled with inspiring keynotes, thought-provoking sessions, and networking opportunities for project management professionals worldwide.

My session, “From Adversity to Innovation: A Journey of Resilience in Project Management,” focused on the intersection of personal resilience and organisational innovation. It was about how leaders and teams can turn moments of adversity into inflection points for transformation, even when the future is unclear.

What was the problem to solve?

Too often, project failure stems not from technical gaps, but from a team’s inability to adapt in the face of disruption, stress, or emotional pressure. This presentation tackled the need to equip ourselves and our organisations not just to manage adversity, but to grow through it.

Key takeaways from my presentation:

• Resilience and innovation are intentional practices. Project leaders must embed them into everyday culture and systems.
• Inclusive, tech-enabled workplaces foster adaptability and trust.
• Our legacy as leaders is shaped into adversity. Reflecting on this deepens our ability to guide others with clarity and empathy.

Several participants reached out afterward, some in tears expressing deep gratitude for the vulnerability and honesty in the session. Their words reinforced this truth: fear is real, but regret is dangerous. The cost of inaction, silence, or playing small is far greater than the risk of showing up with authenticity.

Here are five of the most powerful questions I received post-session, along with my responses:

1. How can project managers help their teams build resilience?
It starts with psychological safety. Create an environment where people can speak openly, name challenges, and know they won’t be punished for failing forward. Practical tools include pre-mortems, ongoing retrospectives, and risk simulations. But none of it matters without trust. Culture is your foundation.

2. You talked about innovation emerging from adversity. What’s an example?
In one project, a sudden regulatory change threatened to stall a major product rollout. It felt like a dead end. But by shifting to Agile, bringing legal into sprint planning, and encouraging radical transparency across functions, we co-created a new, more resilient workflow. That pressure revealed better ways of working we would’ve never explored otherwise.

3. What strategies help keep projects aligned with business goals during uncertainty?
A Strategic Alignment Matrix is a simple but powerful tool; it forces prioritisation based on direct impact to business value. Pair that with LEAN principles, and your initiatives stay nimble and purposeful, even as the conditions shift.

4. How does culture influence risk management?
Culture determines whether your team surfaces risks early or hides them until it’s too late. A culture of trust and empowerment encourages people to flag issues without fear of blame. That’s where real project stability begins. You can have all the risk registers in the world, but if your people are afraid to speak, you’ll still fly blind.

5. How do you continue evolving your leadership style after a major career milestone?
Leadership isn’t static, it breathes. After any milestone, I take time to reflect, reassess my values, and ask for honest feedback. I’m anchored in Servant Leadership, and that means consistently recalibrating how I can better uplift, empower, and advocate for the people I lead.

Closing

I had a transformational time presenting at the PMI Global Summit Series Europe 2025, and I’m especially grateful for the heartfelt responses that came after the session ended. Those quiet, emotional moments reminded me of why we do this work — not just to manage projects, but to build legacies rooted in courage and care.

Thank you for continuing the conversation about resilience, innovation, and human-centered leadership in project management. Let’s keep growing together. The full presentation is available on demand through January 30, 2026. Visit the Global Summit Series Europe 2025 site for access.

By: Tam Abaku, PMP

In April, I presented at the PMI Europe Global Summit Series in Barcelona. This was a great event with featured speakers, exhibits, and networking activities.

My presentation, Session 305: Public Sector Digital Projects as Social Impact Engines, focused on addressing why public sector digital projects often fail to deliver inclusive social impact and providing solutions to overcome these challenges. Successful public sector digital projects are not just those with modern technology or robust infrastructure, but rather those that begin by embedding user-centric cultural values to create inclusive social impact.

For instance, Ukraine's Prozorro transformed public procurement to include diverse business contractors, reflecting values of transparency, cost efficiency, and fairness. This system has saved billions of UAH while becoming a global exemplar of open government data.

UNESCO's Bangladesh CapEd – radiotech eLearning – program successfully reached the entire target student population, in contrast to the government's initial television-based approach that excluded 44% of them.

The mobiletech-powered M-Pesa has achieved unprecedented financial inclusion within and beyond Kenya's borders — serving populations largely ignored by conventional banks that reached only 19% of the country's 38 million citizens. According to the UN, this innovation addresses 12 of the 17 SDGs.

My research reveals that Estonia's eResidency program drives global economic inclusion through its robust digital infrastructure and user-centric design principles, creating substantial social impact across borders. By empowering eEntrepreneurs globally, it satisfies SDG 9 while reflecting values of the PMI — being welcoming and openness-by-design — which essentially fulfils the requirements of SDG 10.

At the end, participants left with a framework for social impact assessment, methods for creating inclusive project environments, and actionable steps to translate PMI Culture values into tangible outcomes.

Q&A Session Follow-up

During my presentation, I received a lot of great questions that we didn't get a chance to cover. Here are responses to some of the questions:

Question: What do you have to say about data privacy and data security with the increased adoption of emerging technologies like AI technology in the public space?
Answer: Government transparency is crucial. A comprehensive AI strategy must clearly outline ethical algorithmic boundaries, data protection protocols, and citizen redress procedures for potential breaches. Additionally, training both staff and citizens on AI capabilities is essential for meaningful engagement and building public trust.

Question: How come it is not so easy for some countries to be as open as Estonia?
Answer: It is not impossible! Openness requires governments to embrace accountability. Estonia (e-Estonia) is open by design. If the political will is there, any nation can adopt Open Government principles, transparency and accountability, regardless of their starting point.

Question: Why did you interview only 13 or 14 people for this important research?
Answer: This is qualitative research that seeks to gain insights from people's lived experiences of a real-world phenomenon. According to Guest et al. (2006), 6–12 interviews are enough for one qualitative research project.

Closing

I asked participants to reflect on the one thing they could do to stand out when managing public sector digital projects. As a next step, I encouraged them to consider applying these inclusive design principles to similar initiatives in their work.

I had a great time presenting, and the full presentation will be on demand through 30 January 2026. Visit Global Summit Series Europe 2025 for more details.

By: Jonathan Spiteri, PMP

At the PMI Global Summit Series Europe, I had the honour of presenting on a topic close to my heart: how PMOs can become champions of customer-centric transformation.

But first — why PMOs?

PMOs should be uniquely positioned to have holistic oversight of the entire project portfolio — what’s being executed and what’s in the pipeline, both in the near and long term. They must understand what organisational leaders aim to achieve, and how each initiative maps to the overall strategic vision.

But let’s be clear: to fully realise this potential, PMOs must be strategically positioned to act as independently and objectively as possible. This means they shouldn’t be embedded within a single business function, as doing so risks introducing bias — or at the very least, the perception of bias.

In particular, PMOs should not reside within IT, as is often the case. While IT plays a critical role, locating the PMO there can limit its independence and its ability to maintain a truly enterprise-wide perspective.

This doesn’t mean critical departments shouldn’t have their own PMOs — there’s nothing wrong with that. But when that’s the setup, there must also be a central, independent PMO, typically known as an Enterprise PMO, with end-to-end visibility of the entire project landscape across the organisation.

And when empowered properly, enterprise-wide PMOs become true enablers of strategic execution, aligning business goals with evolving customer needs — and, naturally, becoming key drivers of customer-centric transformation.

At the heart of this role lies a principle I call FAST.

And FAST is much more than a catchy acronym. It’s a mindset, a framework, and a call to action — a way for PMOs to reorient their purpose around what matters most: the customer.

(F) Customer Value First

The north star for every PMO should be clear: deliver customer value.

This goes far beyond ticking boxes or hitting milestones. It means consistently asking: “Is this truly creating value for our customers?”

PMOs must critically assess all initiatives, streamlining or eliminating those that don’t contribute meaningful outcomes.

Think of Toyota’s Lean Manufacturing: by focusing on customer priorities like quality, reliability, and affordability, Toyota didn’t just improve efficiency — it set a new global standard.

And PMOs must apply the same lens to everything they do — they need to ensure that each project directly contributes to the broader customer value chain.

(A) Agility

We often speak about innovation — especially now, as AI drives massive change across industries. But this begs the question: can we truly remain competitive if we lack the agility to respond to customer changes?

The answer, of course, is a resounding no.

And to be clear, this appreciation for agility isn’t new or AI-specific.

Take Netflix, for example. What began as a DVD rental service became a global streaming powerhouse precisely because it stayed attuned to shifting customer behaviour and technology trends. This is the power of agility.

And PMOs should embrace the same mindset — championing flexible planning, rapid feedback cycles, and the courage to pivot when needed.

And yes, that includes challenging leadership — even at the C-suite and board levels — to let go of rigid plans when circumstances demand change. Because when customer needs evolve, staying the same becomes the greatest risk.

(S) Strategic Objectives Alignment

But here’s the catch: agility without direction is chaos.

For agility to be effective, it must be anchored in strategic alignment. PMOs must serve as the bridge between vision and execution, ensuring that as customer needs shift, business goals remain focused and relevant.

Apple offers a prime example. By integrating customer feedback and market insights into its innovation cycle, Apple ensures that every new product isn’t just cutting-edge — it’s exactly what customers want in terms of design, functionality, and experience.

And here, like Apple, PMOs need to ensure harmonisation between organisational strategy, customer needs, and the products and services being offered. Without this alignment, agility becomes disconnected, and customer-centricity becomes just another buzzword.

(T) Transparency

The final pillar — perhaps the most undervalued — is transparency.

Transparency means honesty — with ourselves, with stakeholders, and with customers. It’s about having the courage to say, “We tried something. It didn’t work. Here’s what we learned, and here’s what we’re doing now.”

Starbucks models this well, openly reporting on its environmental sustainability progress — from the sourcing of its coffee beans to the initiatives aimed at reducing its carbon footprint. For customers who prioritise sustainability, this openness builds trust and loyalty.

And here again, PMOs must work hard to create this same culture of transparency — internally and externally. Because with transparency comes honest feedback, and with honest feedback comes meaningful change.

FAST in Action

Having said this, let’s take a moment to appreciate that the real strength of FAST lies not in each element individually — but in how they work together:

• Customer value provides purpose.
• Agility enables responsiveness.
• Strategic alignment ensures clarity.
• Transparency builds the trust needed to sustain change.

When PMOs integrate all four, they don’t just oversee projects — they lead transformation. They become trusted partners in driving meaningful, lasting change — continually aligning strategy with what matters most: the customer.

So, the next time you’re rethinking your PMO’s role or approach, ask yourself:

Are we moving FAST?

You can visit the PMI Global Summit Series Europe 2025 site to see my presentation through 30 January 2026.

By: Ming Yeung, PMP

In March, Dr. Vanita Ahuja and I co-presented at PMI's PMXPO 2025. This was a great event with featured speakers, exhibits, and networking activities. Our presentation, "From Projects to Products: Redefining Roles in the Modern Workplace,” focused on two project professionals with interesting yet distinct transitions from a product manager/owner to a project/program manager. With the rise of product management and product-led organizational strategies, strong collaboration between product and project managers has become essential. PMI's recent Maximizing Project Success research shows that 39% of respondents' most recent projects were in product development, indicating these roles frequently interact in organizations today.

Project managers provide essential skills that enable teams to deliver products efficiently and effectively while meeting customer expectations. Their ability to adapt, lead, and drive results ensures they remain indispensable in an evolving landscape where the distinction between product and project continues to blur.

At the conclusion of this session, are goals were to:
• Identify the business value that can be delivered through effective collaboration between these roles.
• Recognize the shared foundational skill set essential for success in both product and project management roles.
• Analyze real-world examples of successful collaboration between product and project management, identifying good practices that contribute to effective teamwork.

Q&A

During my presentation, I received a lot of great questions that we didn’t get a chance to cover, and my responses are below.

Question: Are diverse industries truly ready to embrace candidates transitioning from other domains? Despite my qualifications and PMP, I’m hitting roadblocks.
Answer: Each industry possesses its own culture and operational nuances, making transitions a challenge yet also a tremendous opportunity. My career path—from product innovation to project discipline and finally a hybrid program directorship—shows that transferable skills matter. While a PMP is a strong credential, real impact comes from connecting your varied experiences to industry-specific outcomes. Articulate your unique value by presenting case studies or success metrics that resonate with your target sector. Networking with domain insiders and seeking specialized certifications can also help bridge any knowledge gaps, demonstrating both your versatility and your commitment to mastering the new industry’s challenges.

Question: Is transitioning from project to product management harder than the reverse? How do we gain credibility and domain knowledge?
Answer: The difficulty of moving from project to product management—or vice versa—depends on personal experience and organizational context. Transitioning to product management usually means developing deep market insight and customer empathy, while moving toward project management emphasizes structure, timelines, and risk control. To gain credibility in a new role, immerse yourself in the domain: pursue targeted learning, mentoring, and hands-on projects. Highlight successes that showcase your ability to adapt and integrate diverse methodologies. Building a narrative that connects your project discipline with product innovation not only bridges the experience gap but also demonstrates your capacity to deliver balanced, high-impact outcomes.

Question: How do project and product management intersect and evolve together?
Answer: Project and product management intersect in the balance between strategic vision and meticulous execution. Over my career, I’ve witnessed how the discipline of project management can provide structure to the creative endeavors of product development. While the former focuses on planning, resource allocation, and risk mitigation, the latter demands customer insights, iterative experimentation, and market orientation. Their convergence creates a robust framework where innovative ideas are systematically evolved and delivered. Seasoned professionals benefit from understanding that the fusion of these disciplines delivers enhanced agility, improved stakeholder alignment, and ultimately a product that is both visionary and reliably executed—a synergy that reinforces business success.

Question: What are the unique skills for each role versus shared ones? Where can we go to develop these?
Answer: Project management is built on orchestrating timelines, budgeting, and risk assessment, while product management requires deep market research, customer empathy, and strategic vision. Despite these focal differences, both roles demand high levels of communication, stakeholder management, and leadership. Shared skills include agile adaptability and the ability to lead cross-functional teams toward a common objective. To hone these abilities, pursue PMI certifications for structured process mastery and specialized courses that delve into customer-focused and design thinking methodologies for product management. Professional workshops, mentorship programs, and industry conferences are excellent venues to develop both unique competencies and the overlapping skills that drive integrated success.

Question: How do roles shift between project managers and product owners in today’s job market?
Answer: The modern job market has blurred the traditional lines between project managers and product owners. Historically, project managers concentrated on timelines and execution, whereas product owners drove the vision, prioritization, and customer interactions. Today, however, successful organizations require both to work in tandem. Project managers are increasingly adopting agile techniques to support flexibility, while product owners embrace structured planning to ensure consistent delivery. This evolution encourages both roles to share responsibilities while focusing on their core strengths—ensuring strategic alignment and operational efficiency. In such integrated environments, the synergy between planning and vision results in a more coherent approach to innovation and delivery, benefiting the overall success of the organization.

Question: What approaches can a PM take to transition into a product management role?
Answer: For a PM aiming to move into product management, the journey begins with cultivating a deeper customer and market focus. Immerse yourself in user research, competitive analysis, and product innovation techniques. Start by partnering with product teams on smaller initiatives to gain hands-on experience in setting product vision and gathering customer feedback. Certifications and courses specific to product management can provide a foundational knowledge boost, while mentorship from experienced product leaders can guide your transition. Build a portfolio that highlights instances where you combined project discipline with market insights. Over time, this hybrid experience not only builds credibility but also demonstrates your readiness to lead as both a project driver and an innovator.

As a personal retrospective, the above hindsight and insights draw on years of personal, subjective, and, at times, haphazard journey across product, project, and hybrid roles—blending structured frameworks with agile adaptability. In summary, I hope these detailed perspectives inspire you to apply the principles in your own context while exploring the boundless intersection between strategy and execution.

I had a great time presenting, and the full presentation will be on demand through 31 January 2026. Visit PMI's PMXPO 2025 for more details!