PMI Global Insights

By: Lisa DiTullio

Is it a fad?

The World Economic Forum indicates that over one billion people around the world will need to be reskilled by 2030. The Project Management Institute tells us that 25 million new project professionals are needed within the same time.

Business coaching isn't a fad – it's a necessity.

For project managers, coaching others has become an essential leadership skill, but do we know what a “project coach” looks like? Years ago, my success as a project manager was secured by knowing what needed to be done and doing my best to deliver. As I transitioned into leadership roles, I relied on my knowledge and acquired experience to guide my teammates on how they should get their work done or solve big problems. In other words, I would lead others by reproducing my previous successes. Not only was this approach self-serving, but it also didn’t allow my team members to fully shine on their own.

In today’s world of unrelenting change, the one thing we know is what succeeded in the past may no longer work. Today’s business environment is a tornado of rapid, constant, and disruptive change, making business coaching more important than ever. To succeed in our new reality, we must adopt new ways to challenge team members, so they flourish and grow. With so much to do and so little time, how do project managers successfully stretch and develop others while getting the work done? It happens through the art of asking versus telling, and by acquiring keen listening skills.

While the practice is a dramatic and fundamental shift in traditional leadership behavior, it can be easily learned. In this three-day immersive learning experience, you will switch your mindset and your behavior from telling to asking. Instead of telling team members what to do, you will develop skills on how to ask the “right” questions to team members who are stuck or looking for answers. By adopting coaching techniques, you will encourage new thinking and creativity by challenging individuals to come up with the answers or ideas for themselves, including team members who appear to be difficult to coach. Why is this so valuable? Because it builds their self-confidence, develops new skills, and frees up your time.

Interested in learning more about training specifically developed by project management experts for project managers in a small group setting? Explore upcoming sessions on the PMI Training website and learn more about my upcoming virtual session, The Complete Project Coach, taking place from 19 – 21 November.

By: Dr. Éamonn Kelly, PMP

The Global Summit was an incredible experience, a whirlwind of learning, networking, and inspiration. Beyond the keynotes and presentations, it was the human connections that truly made the event unforgettable.

As a volunteer on the Professional Awards Insight Team, one of the most rewarding aspects was meeting the winners of the Project of the Year and Rising Leader awards. Having followed their journeys from application to presentation, it was incredibly fulfilling to finally celebrate their achievements face-to-face. The genuine joy and pride in their eyes were infectious and a powerful reminder of the impact project management has on individuals and the world.

Global Summit provided countless opportunities to engage with fellow practitioners from all walks of life. Sharing experiences and insights with those just starting their project management journey was particularly gratifying. It underscored the importance of mentorship and community support in nurturing the next generation of project leaders.

And then there was the unexpected reunion with Linda, a dear friend I hadn't seen in two decades! The emotions were overwhelming, a testament to the enduring bonds forged through our shared passion for project management. This chance encounter highlighted the power of the PMI community to connect individuals across time and distance.

These personal interactions, the shared laughter, the exchanged knowledge, and the rekindled friendships, were the true highlights of the Global Summit. They painted a vibrant picture of a passionate and supportive community dedicated to advancing the art and science of project management.

If you're looking to connect with like-minded individuals, learn from seasoned professionals, and be inspired to make a difference, I highly encourage you to engage with PMI on a deeper level. Attend a local chapter meeting, participate in online forums, or volunteer your time and expertise. You won't be disappointed. The PMI community is a treasure trove of knowledge, support, and camaraderie, waiting to welcome you with open arms.

By: Klaus Nielsen, MBA, PMI-ACP, PMP

Last year, I presented a one-day course several times for PMI Training that focused on Project Management Principles, which resulted in various reflections, feedback, and discussions that this year's participants have benefitted from.

For those of you who have not yet experienced the course, it is a full day focused on only project management principles. My journey started when I was on the core development team for the PMBOK® Guide – Seventh Edition, whereas by now you know project management principles play a significant part.

Project management principles are a bit of a paradox, explaining the why or, “principles can be understood as fundamental truths or propositions that serve as the foundation for a system of behavior or reasoning,” but also complex to truly master. Let me illustrate what some of our discussions from the courses are all about.

Firstly, we need to have a mutual understanding on what is a project management principle. Yes, we can do that, but which project management principles to use (sorry, it is not just the PMBOK® Guide – Seventh Edition principles) and where are they derived from? This is trickier.

What if some are working agile or others are working predictive, are the project management principles the same? Then add a framework like Scrum, SAFe, Disciplined Agile, or similar and those sets of principles. Wait, beside the PMBOK® Guide – Seventh Edition, do we not also have universal project management principles? Yes, we do. As you can see from these cases, this is complicated. Most participants state they would like to follow some of the project management principles which are relevant to their context. However, how would they really know (think compliance) that they are following the project management principles stated? And if so, what are the benefits of doing so or disbenefits of not doing so?

These are just some of the related questions we discussed, and more are included, as the wisdom of many others is included in the course.

This was an enjoyable and invigorating course and I look forward to offering Mastering Project Management Principles with Klaus Nielsen again on November 20. Visit the PMI Training website for more details.

By: Carlene Szostak

Chatbot technologies, Deep Learning Methods, Generative Adversarial Networks (GANs)… those words weren't part of mainstream business just a few years ago, but that is no longer true.

AI has quickly gone from a niche entity to a big deal, shaking up all industries. You can't go a day without hearing about the latest AI breakthroughs, their impact on our status quo, and the benefits of these advancements. It's not a question of if AI will shake things up; it's more about when and how much. However, there is one part of the AI story that often gets overlooked. Do you have any thoughts on what that might be?

But first...

An important thing to remember is that even with everything AI can do, AI is not fluid. The data currently is not real-time. If  you ask Microsoft Copilot or ChatGPT, they’ll reveal their “training data” was last updated in September 2021 and January 2022.

The "training data" is the foundation for building AI models. You notice the quote - yes, "training data." This means the model is exposed to diverse texts from the internet, books, articles, and other sources, which is the information they provide. This data is used to teach the model to understand language patterns, context, and relationships between words and phrases. As AI expands, I have seen the addition of this phrase: “My responses are based on the knowledge available up to that time. While I strive to provide accurate and relevant information, it's essential to verify the information I provide with more current sources, especially for rapidly changing topics like technology, news, or events.” ¹

Now that we all have a basic understanding of AI functionality, let's talk about what no one is talking about. FACT: AI is not just transforming industries, but the very fabric of human existence. Alright, I might sound a little dramatic, but there are real concerns about privacy, bias, job displacement, and the overall impact on society; we have entered "The Brave New World." ²

Ninety-two years later, this brave new world is now, and it raises important questions about the ethics of AI, algorithm biases, and the potential for AI to worsen existing social inequalities. It might sound deep and intellectual, but as project managers, we need to keep on top of this technology and peel back the layers of AI. Yes, the complexities are evolving daily, every minute, and every nanosecond, but its implications for our future can't be overlooked.

With full disclosure, I have to share that I love AI. I have experienced how AI is an invaluable asset in risk management and using AI-powered analytics for identifying, assessing, and mitigating potential risks. Plus, AI can spot patterns that we humans might totally miss.

But with all these advancements, there are some challenges to face. All industries must adjust to the rapid pace of technological change and carefully navigate ethical considerations surrounding AI. How do we make sure we're using AI in a way that aligns with societal values and is used responsibly?

To tackle these ethical challenges, businesses need to ensure accountability, honesty, and fairness when using AI systems. This means ensuring that AI algorithms are not biased, keeping customer data safe, and giving clear rules to employees, stakeholders, customers, and regulators about how AI will be used in the company. Is this a perfect solution? No, but it is something we can start today, and we should always keep working on it instead of just saying, "mission accomplished."

AI offers many new opportunities for businesses to thrive and grow. However, integrating AI into your operations can be risky. We must be careful not to rely solely on AI as the ultimate authority. Yes, AI is a powerful tool, but it can never replace the importance of ethical and critical thinking. We need to ensure that we use AI as a trained assistant and not as a replacement for human judgment.

Join me at any one of the upcoming PMI Training sessions this year: "Artificial Intelligence Revolution: Empowering Project Managers for Success." In this four-hour session, we'll delve into the world of AI, discussing its challenges, value, and everything in between. Come join us to expand your knowledge of AI and what it means for you.  This training is scheduled for PMI MAX Orlando in June, September Virtual  and November Virtual.  

^{1: Source: ChatGPT}

^{2:  “The Brave New World" is a dystopian novel written by Aldous Huxley, published in 1932. Set in a futuristic world where society is controlled by technology and conditioning, it explores themes such as the dangers of a totalitarian government, the loss of individuality, and the consequences of sacrificing freedom for stability.}

By: Aneliya Chervenova, PMP, DASSM

Last month, I presented at the Project Management Institute’s PMXPO 2024 event, held on 21 March. This was a great event with featured speakers, exhibits and networking activities.

My presentation Integrating Change Management for Successful System Implementation dove into the heart of what makes or breaks the adoption of new systems within organizations.

In our fast-paced world, the only constant is change. Yet, the sobering reality remains that a significant number of system implementation projects fail to meet their objectives, not due to technical inadequacies, but because of the human element - resistance to change. During the session, I was exploring the critical importance of integrating change management principles from the onset of the project lifecycle to ensure not just adoption, but successful optimization of new systems. 

Here are the key takeaways from the session:

1. Integrate Change Management: Project managers who skillfully integrate change management enhance the likelihood of their projects delivering value. By understanding and addressing the human side of change, they create a smoother transition for stakeholders (end users, their line managers and leaders).
2. Phased and Iterative Transition Planning: Transition activities should be approached methodically. A phased and iterative strategy allows for gradual adjustments, reducing disruption and ensuring a more seamless implementation. 
3. Crafting Effective Change Plans: Successful change plans involve a blend of strategic planning, clear communication, and empathy. Focusing on the people impacted by the change ensures alignment, engagement, and positive outcomes.

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

Q: The phrase “new ways of working” has been mentioned a couple of times. What does this mean in this context?

A: In the context of system implementation, “new ways of working” involve shifting from well established, well understood working practices to using new system features and functionalities to drive efficiency. Let’s explore the key aspects:

• Leveraging Features: Users actively utilize system features that were previously untapped or are newly developed and deployed. 
• Efficiency Focus: The goal is to enhance productivity, streamline workflows, and achieve better business outcomes. 
• Adaptability: Users remain open to change and adapt swiftly to system enhancements.

Q: Any recommendations on how early to start engaging impacted parties, particularly when the questions you know they’ll ask are related to development items that are still in flux?

A: When it comes to integrating change management for a successful system implementation, early engagement with impacted stakeholders and users is crucial. Here are some recommendations: 

• Start Early: Begin engaging impacted stakeholders as soon as possible - even if development items are still in flux. Involving stakeholders (start with leadership to align on the expected outcomes/business benefits and get their endorsement) early allows them to understand the context, anticipate changes, and feel part of the process. 
• Transparent Communication: Be transparent about the ongoing development. Share what is known and what is uncertain. Acknowledge that some details are still being worked out. Transparency builds trust and reduces anxiety. 
• Change Champions: Identify change champions within the impacted groups of end users. These individuals can act as advocates, answer questions, and provide reassurance. Their involvement helps bridge the gap between uncertainty and understanding. 
• Frequent Updates: Regularly update impacted stakeholders and users on progress. Even if specific answers aren’t available, communicate the direction, milestones, and expected timelines. Frequent touchpoints maintain engagement. 
• Feedback Loop: Create a feedback loop. Encourage impacted users to share their concerns, questions, and suggestions. Use their input to refine development decisions and address uncertainties. 

Remember, early engagement sets the tone for a successful implementation. By involving stakeholders from the outset, you build a foundation of collaboration and alignment.

Q: Where does change readiness come into play?

A: Change readiness is a critical factor that spans across all three phases of the system implementation process: Prepare Approach, Manage Change, and Sustain Outcome. Let’s explore how it fits into each phase:

1. Prepare Approach:

• Assessing Readiness:
  • Before diving into implementation planning, evaluate the impacted team’s readiness for change.
  • Understand the current state, including ways of working (especially when legally regulated), capacity, and commitment. 
  • Identify potential gaps or barriers that may hinder successful adoption.
• Ownership and Commitment:
  • Leadership ownership is crucial. Leaders must actively promote the value of the change. 
  • Commitment involves psychological investment and proactive action.

2. Manage Change:

• Communication and Training:
  • Effective communication ensures everyone understands the purpose, scope, and timeline of the change.
  • Training equips individuals with the necessary skills to navigate the new system.
• Change Champions:
  • Identify and empower change champions within the teams of end users.
  • These champions act as advocates, answer questions, and promote adoption.
• Feedback Loop:
  • Create a mechanism for ongoing feedback, such as regular ‘clinic’ sessions.
  • Adjust implementation strategies based on real-time insights.

3. Sustain Outcome:

• Continuous Monitoring:
  • Regularly assess the sustainability of the change, including the level of adoption.
  • Monitor whether the new system is delivering the expected benefits.
• Adaptability:
  • Encourage a culture that embraces change.
  • Be prepared to adjust as needed based on evolving requirements.

In summary, change readiness ensures that the end users are well prepared to embrace the new system throughout all phases, leading to successful implementation and sustained outcomes.

Q: The change plan seems to assume a lot of very thorough and detailed knowledge of the business to anticipate impact. How do you test to determine if the knowledge is sufficient before trying to determine impacts?

A: Running small-scale pilots with local or selected end-user profiles is crucial to quickly learn about change impact, assess knowledge adequacy, and ensure readiness for scaling. If improvements are evident, these changes can be implemented more broadly.

I had a great time presenting, and the full presentation will be on demand through 31 January, 2025. Visit PMI’s PMXPO 2024 for more details.