How to Approach AI Implementation: Insights from a Corporate CIO
AI is no longer the future – it is the present. The question is no longer whether AI will reach your organization, but how. According to Alpár Nemes, CIO of Deloitte Central Europe, your organization’s relationship with technology will determine whether you gain a competitive advantage or fall behind.
From Reaction to Control
Many organizations are still in reactive mode with technology, adopting tools without a clear direction. Nemes urges leaders to take control rather than endure technological change passively.
Employees bring their consumer-level AI experiences into the workplace, setting new expectations. Instead of asking, “Where can we apply AI?”, leaders should ask, “What business goals do we want to achieve with AI?”
AI is not a tool you simply “deploy.” It is a transformational force that reshapes organizational thinking for those ready to embrace it.
AI Implementation Starts with Business, Not Technology
The path to sustainable AI adoption does not begin with selecting the flashiest tool or vendor. Effective AI initiatives align with well-defined business objectives, ensuring focus and acceptance across the organization.
Key steps for leaders:
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Identify business pain points with high manual workload and data volume.
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Define measurable, outcome-focused use cases.
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Assess your data ecosystem for quality and structure readiness.
The CIO’s role here is strategic, viewing AI as a business development opportunity rather than a mere technology project. Within IT, innovation becomes a method for solving business challenges, not an end in itself.
Pitfalls to avoid:
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Chasing technology trends without clear business objectives.
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Launching AI pilots with no real value.
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Underestimating the strategic value of your internal data assets.
Managing Risks and Control
AI implementation requires robust risk management. The larger and more complex the organization, the more critical it becomes to build clear control mechanisms.
Recommended practices:
✅ Integrate validation checkpoints where AI outputs are reviewed by experts.
✅ Use auditable, closed systems in the early phases.
✅ Ensure all AI-generated content is traceable with clear references.
These measures strengthen transparency and trust while reducing reputational and security risks, allowing AI to become an integrated part of your organizational architecture rather than an isolated experiment.
Building a Culture of Experimentation
Introducing AI impacts organizational culture. If fears and misunderstandings are left unaddressed, they can quickly lead to resistance. This is particularly relevant in organizations where digital maturity is still evolving.
For a successful AI culture:
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Education: Provide clear, targeted training on how and why to use AI.
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Security awareness: Deliver training on data protection and information security.
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Accountability: Establish clear roles and responsibilities.
Successful AI implementation is built on shared learning, not restrictions. Clear guidelines and supportive leadership foster experimentation, turning AI from a source of fear into a catalyst for innovation.
The Future Role of PMs and CIOs in the AI Era
Project managers and CIOs are shifting from being tool users to strategic change leaders. Access to technology is no longer the challenge; meaningful integration is.
For Project Managers:
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Analytical, systems-level thinking will be essential.
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AI will handle routine processes, but context interpretation and stakeholder connections remain human tasks.
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The PM’s role will increasingly shift from execution to facilitation.
For CIOs:
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Focus on strategy and business partnership, not just tool delivery.
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Build a future-ready AI ecosystem aligned with your business.
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Evolve from technical coordinator to business innovator, bridging IT and business seamlessly.
Real progress begins when technology is no longer the goal but the tool to execute a well-defined strategy.
AI is here. The question is: will you lead the change, or will you follow it?
Generations, challenges, technology: Project management at the intersection of changeReaction or Strategy? How the Leadership Role is Changing in Project Management
Project management is no longer a fixed set of skills but an evolving profession. According to Róbert Dénes, project management coach at Robert Bosch Ltd., the project manager role lies at the intersection of three professions: leadership and project management expertise, as well as knowledge of the project’s subject matter. Becoming a leader is not a rank but a serious responsibility—something organizations and the leaders within them do not always take seriously. Many people fall into project management by accident, but the real question is who can truly become a leader. Not everyone is suited for this role, and a lack of self-awareness often leads to inappropriate processes or results, or hinders development. Those who approach project management only from the technical side often get lost in the details and fail to see the big picture.
Project Management Specialization: The Transformation of the Profession
Project management today is similar to 16th-century medicine: everyone practices it in the same way, without specialization. However, experience shows that deepening expertise in specific fields within project management will become unavoidable. The PMI has identified 24 competency areas, and a project manager is expected to perform excellently in almost all of them.
In reality, no one can excel in everything. The future, therefore, lies in specialization: some will focus on scheduling, others on communication or risk management. The independence and branching of the project management profession is the natural direction.
This specialization also allows project managers to deepen their knowledge in areas they are truly passionate about, making their roles sustainable in the long term.
Cultural and Human Dimension: The Challenges of Generations and Soft Skills
One of the most serious challenges in leadership is managing generational differences. Today, six different generations are working together in the labor market, with fundamentally different communication styles, priorities, and interpretations of work.
Younger generations naturally use digital communication, while older generations prefer face-to-face or phone interactions. Attitudes toward work have also changed: while performance was previously the clear focus, work-life balance has now become increasingly important.
Project managers, therefore, need to not only manage tasks but also sensitively respond to different motivations and communication styles. This requires advanced emotional intelligence and the use of personalized leadership methods.
Balance and Collaboration: What Can Different Generations Learn from Each Other?
Generational differences are not only challenges but also opportunities. The experience and stability of older colleagues can complement the technological fluency and willingness to innovate of younger colleagues.
In this environment, the project manager’s role becomes a bridge, creating connections in communication, methodology, and values. Mutual learning—technical openness from the young and strategic thinking from the experienced—strengthens the entire project team.
This synergy does not develop automatically; conscious leadership support is needed to create a culture where experimentation and knowledge sharing are valued.
Artificial Intelligence and Technological Transformation: Preparing for the Future
Artificial intelligence is already present in project management, primarily as a supporting technology. AI is excellent for documentation, minute-taking, and data processing—but it cannot motivate, interpret situations, or make empathetic decisions.
According to Róbert Dénes, project managers need to learn how to ask AI the right questions, when to use it, and where not to rely on it for decisions. AI will not replace leaders anytime soon—but those who use it well will gain a competitive advantage.
It is also important to consider who will lead AI projects. This requires a new type of technical knowledge, as not all projects are the same. Specialized AI projects will need leaders who understand data, how learning systems work, and the ethical implications.
Closing Thoughts: The Future of Project Management as a Profession
According to Róbert Dénes, project management is not a transitional role but a vocation. The project manager of the future will be a strategic thinker, a technological interpreter, and a human-centered leader. In this complexity, only those willing to continuously develop, reflect on their own operations, and remain open to change will thrive.
The key to success is recognizing that project management is not an end goal but a tool—in the service of organizational development and the fulfillment of human collaboration.
Transformational projects
Something needs to change
This is usually the motto for transformational projects, i.e. projects that bring about major change. They are usually triggered by a sudden opportunity (business potential, external pressure or the emergence of a new technology), which is located at the urgent-accurate end of the Eisenhower matrix. Their purpose is to improve the performance of the organisation and to create new capabilities and value that will be reflected in the organisation’s performance.
These changes are usually initiated by senior management, and although the concepts of urgent and important are often used in connection with such projects, excessive haste can be detrimental. For example, it is advisable to wait until a new, immature and expensive technology becomes more affordable. It is also important that the company sees change as an opportunity, driven by internal motivation rather than external circumstances.
Risks and challenges
As with all change, transformation projects carry a number of risks and challenges, so these 3 areas need to be addressed from the start!
Clarify priorities
One of the main challenges that companies face when undertaking this type of project is the proper prioritisation and clear communication of these priorities to employees. The project often runs alongside general activities, and as a result, companies face difficulties in allocating resources appropriately. Setting the right priorities can help to ensure that transformation projects do not disrupt the day-to-day running of the company and ensure that resources are allocated to the most important tasks.
Supporting change management
Everyone is afraid of change, especially when it is major. Members of the organisation may fear losing their position, their job or that their responsibilities will change significantly. Such fears can significantly hamper projects, so change management is essential to success. Proper communication and opportunities for participation will reduce the fears of the employees concerned.
Complexity
The third challenge is the complexity of the project. Transformation projects can involve many professional aspects, organisations and stakeholders. This technical complexity can cause problems in managing projects, especially if the company does not have the right resources and expertise.
The secret of a successful transformation project
It lies in communication. At the start of a project, or even before the project is launched, management needs to plan its communication strategy carefully. It is a good idea to involve a change manager from step zero, who can start preparing colleagues for the transformation in good time and support them along the way.
A key factor is to communicate messages appropriately and at the right time. Messages should be clear and convey the project’s objectives, benefits and new workflows. The communication plan should be tailored to each team and colleague, taking into account employees with different backgrounds, expertise and ideas. Communication is important not only at the first milestone, but throughout the project. Messages need to be clear and it is essential that they really reach people.
Change management is another key part of project management. Change can easily cause employees to worry about their future, so project management needs to ensure continuity and stability of work. When introducing new workflows and systems, it is important to be clear about expectations for employees and to clarify exactly what changes the project will bring to the lives of individual colleagues.
Change management needs to include processes to ensure employee involvement and to help with the transition. It is important that the project management pays attention to individual needs and supports employees with the changes.
Transformational actors
The success and effectiveness of transformation projects depend on a number of factors, including the roles and responsibilities of the people involved in the project. The actors and roles in this type of project can vary depending on the nature of the project, the size of the organisation involved and the culture of the organisation. However, in general, actors need to work in concert with each other for the project to be successful.
The first and most important actor is the customer, who is the initiator of the transformation project and who defines its objectives. The client is usually part of the top management and expects the project to be successful and to contribute to the goals of the organisation.
Also a key player is the project sponsor, who is the person or group supporting the project. The sponsor is responsible for ensuring that the project is tailored to the needs of the organisation and provides the necessary resources to complete the project successfully. The sponsor is of paramount importance in the initial phase of the project, when the objectives and expected results are defined.
The project team is the group that implements the project. The project manager leads the team, oversees the project and coordinates activities. The project manager’s tasks include drawing up the project plan, meeting deadlines and supervising the team’s work. Project team members are usually professionals with different skills needed to deliver the project, such as developers, designers, analysts and data analysts.
The communication team is also a key actor in the transformation project, responsible for developing and implementing the communication strategy and for informing and liaising with stakeholders. The role of the communications team is to ensure the support and commitment necessary for the successful completion of the project and the effectiveness of communications throughout the organisation.
Employees are also essential actors in the transformation project, whose role is to contribute to the success of the project. Employees need to understand the project’s objectives and outcomes and be willing to change and move to new ways of working. Employee involvement and commitment is critical to the success of the project.
The role of influencers, who are located at different levels of the organisational hierarchy and have a strong influence on their colleagues, is also cardinal in the transformation project. Influencers can help to convince employees of the importance and benefits of the project and help to smooth the introduction of new ways of working.
Structure of a transformation project
Structure of a transformation project
The first step is to clarify the reasons for implementing the transformation project and get the decision-makers to accept them.
The second step is to understand the project and clarify where the company wants to go from where.
The third step is to break down this journey, identifying the individual steps in the business needs from which each project can be derived.
The fourth step is the implementation of the project, based on the methodologies used by the company.
The fifth and final step is to carry out the back-testing, i.e. the summarisation of the project results using both tangible and intangible indicators.
You can listen the 1st episode on the below platforms in Hungarian:
Spotify:
Apple Podcast:Click Here!
Google Podcast: Click here!
Engineering Precision, Leadership Courage – PMO: The Birth of a New StructureReaction or Strategy? Building a PMO from Scratch
In the latest episode of the PMO Klub podcast, we take a deep dive into a story that will resonate with anyone who has ever tried to drive change within an organization. Dóra Béres, Head of the Project Management Office at a major Hungarian energy company, shares how she built a fully functioning and widely accepted PMO from the ground up.
It’s a story of navigating cultural resistance, earning trust, and strategically delivering quick wins to lay the foundation for lasting change. Hosted by Kálmán Kovács, Head of Consulting and PMO Services at Profexec Services, this episode explores not just the technical steps of implementation, but the human side of transformation.
From Engineer to Change Leader
Dóra arrived in the energy sector with an engineering background and years of experience managing projects and leading PMOs in IT and finance. Her mission: to turn a fragmented, informal project culture into a transparent and supportive system. She stepped into an environment lacking a project mindset, where resource planning was rare and reporting processes were inconsistent at best. It wasn’t just a structural challenge – it was a cultural one.
Gaining Trust, Defining Purpose
Although the PMO role was backed by top management – with the CEO being one of its strongest advocates – internal skepticism was high. Many feared the PMO would act as a controlling watchdog. Dóra responded with clarity and empathy, consistently communicating the supportive, coordinating, and value-creating role of the PMO.
Quick Wins with a Strategic Vision
In the early days, she conducted interviews and assessments to uncover the main pain points: varying project maturity levels, parallel reporting systems, and a lack of data-driven decision-making. Her answer? A phased strategy with clear three-, six-, and nine-month goals. Early wins included a unified project portfolio register, standardized report templates, and resource planning support for high-priority projects.
Systems That Fit – Not Force
Technology-wise, the backbone became a Microsoft Project for the Web and Power BI-based database and reporting platform. It was introduced gradually, with internal ambassadors helping their teams adopt the new tools. Even initial skeptics became regular users, reinforcing the message: the PMO was not here to control, but to support.
Culture Before Control: The Long-Term Vision
While today the PMO focuses on operational support—data collection, reporting, portfolio oversight—the long-term vision is far more strategic. Plans include launching role-specific training for project managers and leaders, and developing a mature operating and governance model that standardizes decision-making and project processes across the organization. This cultural shift will help embed a project-driven mindset at all levels.
Communication as a Cornerstone
To maintain momentum and internal buy-in, Dóra sees communication as key. From company-wide updates to workshops and results-driven presentations, she is committed to demonstrating how the PMO brings real business value—not just admin support.
Her journey proves that with resilience, credibility, and a people-first strategy, one professional can change the way an organization thinks—and operates—for good.
Why project portfolio management is so important for successful businesses?The importance of project portfolio management (PPM) with business added value is being recognised by more and more companies, which is why its use is increasing in Hungary, furthermore in our opinion is PPM is indispensable in the life of successful companies. And we would like to support this with the latest episode of our PMO Klub Podcast, where we talked to Daniel Molnár, portfolio manager consultant at MVM Group, about the importance of project portfolio management, its operation and areas of application. And now we summarize the most important lessons for you!
It is not enough to do projects well
You also need to know how to do projects well. To do this, it is essential to have a good PPM system and a PMO (project management office) within a company. But what exactly do these systems need?
- An increasingly relevant management expectation is to create a single place where project information can be accessed on time and with the quality expected.
- Coordinate the implementation of projects and programmes.
- Untruthful and inaccurate information must be filtered out, for example from a decision support document.
- Management must be able to intervene immediately if neccessary
- It must be possible to filter out projects that are not in line with the strategy.
The solution to these needs can be project portfolio management, which provides high-level coordination of projects and follows them through from planning to measurement. The PPM system thus ensures informed management decision-making, enabling the efficient allocation and use of development resources in the organisation.
To use Dani’s forest analogy, if the project is the tree, then the portfolio is the forest and the PPM is the forest manager who conscientiously looks after the forest.
And what is the relationship between PMO and PPM? In general, the PMO is part of the PPM. And the PMO may also deal with project management, resource management and many other disciplines in addition to project portfolio management.
And what is the relationship between PMO and PPM? In general, the PMO is part of the PPM. And the PMO may also deal with project management, resource management and many other disciplines in addition to project portfolio management.
Does your company already need it?
If you want (or if anyone in management wants) to get a better view of investment spending and projects, it’s already worth getting a designated person or even an organisation to get the PMO up and running. For a few tens of projects, it may be justified to implement a PPM system in an organisation, but for 50-100 projects it may be necessary.
Do the loudest projects usually win resources in your company?
The PMO can help you in this case too in the following ways:
First, by introducing control points in the project lifecycle that both bring transparency to the management of projects and prevent the loudest project owner from winning resources.
A common set of concepts and terms can be applied to the management of development activities in the organisation.
It may be helpful to have a common set of planning and reporting principles, expectations and forms for all project activities and to require users to use them. In addition, it is also important that the management of the portfolio and the central coordination of project resources is a function that the PMO itself should take on.
In addition, it may be possible to outsource the control of the use of project resources to a separate senior management body, including the most vocal project owner or even the most silent. The point is to involve several managers who are independent of the project, so that transparent decisions can be made.
Managing projects and programmes and mapping the processes in a single IT system is a good way to ensure that projects are managed according to a common methodology.
A multi-level authorisation framework for the use of project resources, including a multi-gate resource allocation system, should be established.
Excel excluded
Although we often hear that Excel is now the world’s silver bullet, if we look at it as a portfolio management tool, we have to admit that it is no longer a ball-breaker for a project portfolio of tens of hundreds of projects. But then, what level of tool is needed for good portfolio management?
The Danis had just launched their new professional PPM IT application on the day of the interview, and the innovation had been preceded by extensive research, during which they had observed that while there are good opportunities for custom development, the really good solutions are in the boxed product area, so anyone who is about to implement PPM or is thinking of replacing an existing system should look at the boxed product market.In a process that takes roughly three to four months, we can tailor such a system to our own organisational needs and then start the subsequent implementation and training.
It is important that the organisation accepts the new system for reporting and measurement. Also, it is essential for these IT applications that the business application host is PM itself, and that we impose a uniform mandatory management of this at the enterprise level, to ensure that we can manage our portfolio in a transparent way.
While any change can be difficult, in the long run it is definitely worth implementing a professional PPM IT application, as it is a great way to measure progress and budget variances in projects. This makes it much easier to spot any slippage.
The actors of a well-functioning PMO system
It is important to have clearly defined actors in the PMO system. For example, the project manager, the claim manager, the business claim manager, the project sponsor, are all indispensable actors in a well-functioning PMO system.
It is also essential to have dedicated functions in the central PMO, such as portfolio coordinators who liaise with and collect information from the claim holders or project managers. There are also project analysts, who examine the portfolio, carry out analyses, filter out data inconsistencies and, not least, produce nice reports for management.
I could mention a lot of other roles, the PMO application manager responsible for IT support, or if the PMO is also responsible for preparing and managing projects, business analysts, project controllers. Everyone has an important role to play in the life of a well-functioning PMO. Other participants are for example project sponsors or senior management forum participants. If one is trying to run a resource management, the resource owners, resource managers, dedicated schedulers, cost estimators, or project procurement people are the ones who still help projects to move forward.
Give it time!
The extent to which an organisation supports a project culture depends mostly on the PMO, who is responsible for ensuring that the organisation’s culture supports portfolio management. Rules and definitions are easy to create and put in place, but it takes time to get them accepted by the organisation.
In this process, we need to support the organisation on an ongoing basis, for example by organising various forums where we present our process, the way our own organisation works and give concrete examples to those involved, which will give them a better understanding of how we work and where they fit into the whole of project management.
For example, Dani and his team managed to introduce and embed this kind of organisational functioning in two or three years and have been developing their project culture ever since:
“Support from senior management is important, but we also need to make sure that we are accepted in the organisation and that we can become more integrated into the life of the organisation as we do more essential tasks.”
Did you find the above information useful and want to delve deeper into the world of project portfolio management? Then listen to the full conversation in the latest episode of the PMO Club Podcast, where Dani also reveals how they control the 1,100 projects they run each year, what criteria they use to prioritise them, and what he finds the biggest challenges in setting up, building and running a portfolio management organisation!
You can listen the podcast episode on belwo platforms in Hungarian:
Spotify:
Apple Podcast: Click Here!
Google Podcast: Click Here!
THE MEETING POINT OF AI AND PROJECT MANAGEMENT – A SHIFT IN DAILY OPERATIONS
The latest episode of the PMO Club explores a topic that is no longer just about the future, but about today’s rapidly evolving challenges. The rise of artificial intelligence (AI) is reshaping the foundations of project management and PMO operations. Host Kálmán Kovács, Head of Consulting and PMO at Profexec Services, talks with guest Ben Redouane Billal, senior project manager, lead consultant and AI-driven organisational development expert. Their goal: to bring clarity to concepts, opportunities and real impacts.
UNDERSTANDING AI BASICS AND FUNCTIONS
Although most organisations already use AI in some form—65% according to research—only 5% turn it into measurable business value. The episode clarifies the key types of AI: LLMs (large language models), co-pilot–type solutions, and agentic AI systems capable of automating full workflows.
The differences between the three levels are tangible in project management:
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LLMs accelerate administrative tasks (meeting notes, summaries).
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Co-pilots support more complex work (presentations, document generation).
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Agentic AI manages workflows and chained tasks—while humans retain validation and decision-making.
AI IN PROJECT PROCESSES: WHERE DO WE SAVE TIME?
AI delivers the quickest results in reducing administrative burden: structuring tasks, generating status reports, and preparing weekly summaries are increasingly automated. The episode shows how AI can also serve as a decision-support tool: analysing risks from past project data or creating sprint plans based on earlier iterations.
AI also supports the initiation phase of projects—statistics, goal-setting, stakeholder questions can all be automated. Still, human validation remains crucial: the project manager retains final responsibility.
THE EVOLVING ROLE OF THE PMO IN THE AGE OF AI
The discussion highlights the dual mission of the PMO: to lead by example in using AI tools and to help the organisation adopt them safely and maturely. Already 21% of PMOs use AI. PMI has responded by introducing cognitive project management (CPM-AI) and offering free trainings. This positions the PMO as not just a system implementer but a central knowledge hub.
AI IMPLEMENTATION: SUCCESS FACTORS AND PITFALLS
Introducing AI is not merely an IT project. Two approaches emerge:
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Technology-focused implementation (software integration, classical PM).
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Organisation development–focused adoption (new process patterns, training, internal “champions”).
Success depends on organisational readiness. Before implementation, project management practices should be assessed—existing processes, data quality, document structure. Maturity assessments reveal gaps and highlight improvements needed for AI to truly enhance operations.
DATA SECURITY AND ROLES: CLEAR RULES REQUIRED
Data security is a critical concern. Open models (e.g. ChatGPT) are unsuitable for handling confidential corporate information. Companies should rely on closed, internal AI solutions with clear portfolios and governance.
Successful AI projects require:
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a committed sponsor
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an analyst with deep organisational insight
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experienced users (senior AI users)
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solid IT support
THE FUTURE OF PROJECT MANAGEMENT THROUGH THE LENS OF AI
AI will not eliminate project management—on the contrary, it elevates it. The project manager of the future becomes a strategist, advisor, integrator, and leader. AI cannot replace human communication, empathy, or motivation—these remain essential.
As a result, the PMO’s role shifts from operational execution to strategic steering. This requires time, training, and conscious development. The goal is not only saving time but using the freed capacity for professional growth, innovation, and initiating new projects.
Summary
AI is not an alternative but a tool—and like any tool, it is only valuable when used well. The latest PMO Club episode provides practical examples, conceptual clarity, and a forward-looking perspective for anyone aiming to elevate their project management practice to the next level.
Reason or Emotion?
One of the biggest misconceptions is that success relies solely on rational factors. Just because a project is numerically successful does not guarantee that team members feel successful.
We often discuss how various techniques increase a project’s effectiveness. Alongside portfolio management [https://pmoklub.profexec.com/poscast/miert-nelkulozhetetlen-a-projektportfolio-menedzsment-a-sikeres-cegek-eleteben/] and transformational projects [https://pmoklub.profexec.com/poscast/a-sikeres-valtozas-titka-transzformacios-projektek-es-a-kulcsfontossagu-lepesek/], it is important to address an unfairly neglected topic: emotional intelligence. EQ is a crucial factor in the life of an organization.
What exactly is EQ (emotional intelligence)?
An emotionally stable person can maintain their mental balance even amidst the greatest problems and difficulties. They do not waver or collapse. The EQ model, a product of the positive psychology movement, provides a toolkit for this.
How is the EQ model structured?
First and foremost, we focus on self-awareness. Self-reflective existence is about reevaluating our own thinking patterns. (How do we experience situations? Do we trust ourselves? How much do we love ourselves?)
Self-love is not about selfishness but self-acceptance. It’s about being okay with who we are. This is the foundation of emotional intelligence and empathy. We cannot be empathetic until we are at peace with ourselves.
What does empathy really mean?
“If someone is sad, it is not empathy to tell them not to be sad!”
Empathy does not mean copying the other person’s feelings but being able to place oneself in their emotional state without losing one’s own balance. It’s about accepting and understanding their problem and then helping them rise above it.
The Role of Emotional Self-Control
There are situations where we act instinctively, like pressing a button and immediately exploding. These automatic reactions are linked to low EQ levels.
A hallmark of high emotional intelligence is having control over our actions. We act consciously and practice emotional self-control, curbing instinctive reactions without suppressing our emotions. Even in anger, it’s possible to express it appropriately.
In Every Moment, It’s Decided Whether I’m Part of the Solution or the Problem
Most people are extremely annoyed when they do not receive the respect they deserve, or when their performance is undervalued in a personal manner during work. At high EQ levels, we can remain professional even in such situations.
In response to an unfair, personal performance review, an emotionally intelligent person would react not by banishing their superior to a warmer climate but by saying:
“Sir, let’s maintain mutual respect. I respect your position. Please do the same. On this platform, we can discuss any objections you have regarding my work. If I made a mistake, I will correct it, but we cannot communicate in this manner.”
Models and Methods Supporting Emotional Intelligence
Analysis Instead of Brooding Over the Past
The most energy-consuming organ in the human body is our brain. Brooding over the past and worrying about the future are typical energy-draining and nerve-wracking activities.
There are two constructive ways to process past experiences and events:
ANALYSIS
Analyzing past events to learn from them and to understand what can be done to avoid negative events in the future.
FORECASTING
Examining how past trends, dynamics, and correlations project into the future. With a good forecast, we can prepare for future problems based on our previous experiences.
Personality Type Analysis
Even the ancient Greeks dealt with the topic of personality types. They distinguished four types, characterized as follows in a work environment:
- The sanguine has a cheerful nature and knows no impossibility.
- The choleric becomes angry when faced with unexpected difficulties and tries to remove obstacles at all costs.
- The melancholic sadly acknowledges the problem and thoroughly thinks through their plans and possibilities.
- The phlegmatic avoids conflicts at all costs, using significant detours to sidestep problems.
A more modern approach is associated with Carl Gustav Jung, who examined how people function under high stress and emotionally unstable situations based on personality dimensions. His method does not pass judgment on any type but rather descriptively shows both the advantages and disadvantages of people.
Introvert-Extrovert Model
Most analyses are based on a two-dimensional model showing where an individual gains their energy from.
Accordingly, there are two types of people:
INTROVERT (inward-looking): Gains energy by introspecting, thinking through events, and meditating.
EXTROVERT (outward-looking): Gains energy through interactions and connections with people.
Often, a work role requires behavior opposite to our instinctive behavior. The good news is that this can be developed. A quieter, inward-looking person can become a good speaker, and a loud type can also be capable of deep work.
Mastering Project Management – Traits of a Successful Team
The more diverse a team is, the better its performance. An ideal team includes people of various ages and personality types. This way, there will be someone who knows the answer to any arising problem.
How Should We Relate to Each Other?
Extroverted people typically respond immediately to a question. In a highly extroverted team, the norm will be a shower of ideas, questions, and answers.
An introverted person, on the other hand, likes to delve into and think through their response to a question. Therefore, it is worth giving them time. In return, they will come up with a well-founded, complex solution.
Pareto Principle – Who Are the Key People?
Eighty percent of organizational value is created by 20% of the employees. These are the “key employees.” From an HR perspective, their retention should be prioritized. When such key people leave the organization, it is usually due to inappropriate style and managerial communication.
Loyalty is less influenced by salary than by how a manager communicates with subordinates. Don’t become the leader people leave the organization because of!
Success-Oriented vs. Failure-Avoiding Behavior
Healthy functioning is success-oriented. When I take on tasks to see the result and the value I have created, this process brings joy. Success-oriented people take on tasks with risks but which are not impossible to achieve. They know what depends on them and what makes a project successful. They draw conclusions from failures and can learn from them.
In contrast, failure-avoiding behavior is motivated by fear. Such a person looks for ways to avoid being seen as unsuccessful, often deferring decisions and commitments. Failure avoidance develops where mistakes are not allowed. In a good corporate culture, it is necessary – even obligatory – to make mistakes.
What Is an Emotionally Mature Project Leader Like?
A boss with high emotional intelligence leads the team in a way that team members are success-oriented, dare to ask questions, and share ideas. They support rather than undermine each other.
If all this is achieved, success and a good atmosphere are guaranteed. Moreover, there is no struggle with labor shortages because people are happy to stay long-term in such an environment.
An emotionally mature leader:
- Is at peace with themselves.
- Is optimistic and success-oriented.
- Sets a good example with their manners, which team members automatically emulate.
During a project, it is worth focusing on developing soft skills, as emotional intelligence has a greater influence on performance than one might initially think.
Selection of the Project Manager – One of the Most Expensive Decisions We Tend to UnderestimateExternal or Internal Project Manager? – A Strategic Decision, Not an HR Question
The world of large-scale corporate projects has fundamentally changed in recent years. Projects are no longer simple execution units; they have become the primary vehicles of strategic change. New business capabilities, technological shifts, and organizational transformations are all delivered through projects and programs. In this environment, the choice of project manager is no longer an operational matter, but a strategic decision—one that has a long-term impact on the likelihood of success.
When selecting a project manager, many organizations still rely too heavily on formal criteria: professional background, certifications, methodological knowledge. While these are important, they are not sufficient on their own. In strategic projects, the project manager must understand the business context, be able to connect corporate objectives with day-to-day execution, and credibly represent the project across different organizational levels. This is where the question becomes critical: is an internal or an external project manager better suited for the role—and based on what criteria should that decision be made?
Project Champions, Change, and the Real Conditions of Success
Project success is rarely determined by methodology alone. Much more often, it depends on how well an organization can manage change. Change is not the exception—it is the baseline. Business priorities shift, organizational roles evolve, and new technologies emerge. A project can only deliver real value if it is designed from the outset to respond to these dynamics.
In this context, the role of the project champion becomes essential. The project champion is not necessarily the project manager, but a leader who can secure organizational support, take a clear stance in decision-making situations, and remove obstacles that cannot be resolved at the operational level. In smaller initiatives, this role may be fulfilled by a single individual; in complex programs, however, it typically becomes indispensable at the business or senior leadership level.
The most common causes of project failure almost always trace back to this point: missing executive sponsorship, unrealistic scope and timeline expectations, and the underestimation of change. Conversely, one of the most critical success factors is the ability of the project manager and the project champion to jointly manage uncertainty and guide the organization through change.
External or Internal PM? – A Strategic Responsibility of the PMO
Choosing between an external and an internal project manager is not a matter of “better” or “worse.” It is about understanding what the organization needs in a given situation. The PMO’s responsibility is to develop a conscious sourcing strategy, rather than treating this as a series of ad hoc decisions.
Engaging external project managers can be particularly justified when capacity needs fluctuate rapidly, when rare or temporary expertise is required, or when a large-scale program places a significant temporary burden on the organization. At the same time, external resources also introduce risks: knowledge may not be retained within the organization, repeatable success becomes less likely, and long-term dependencies may emerge.
For this reason, strategically critical, “project champion–type” roles should typically be anchored internally, while external experts can provide real added value in well-defined, specialized assignments. The key to success is not the exclusive use of one model over the other, but a deliberate, context-driven combination of both.
Conclusion
Selecting a project manager today is no longer an operational or HR issue—it is a leadership decision. Success depends on whether the PMO can think strategically about resources, recognize the role of project champions, and position individuals who do not merely endure change, but are capable of managing it. Ultimately, projects do not fail or succeed because of methodologies—they succeed or fail because of people, decisions, and leadership accountability.
Experiences from the Unique Triple Bank MergeChallenges and Solutions in the Bank Merger: The Birth of MBH Bank
In the PMO Club podcast, we have previously discussed many interesting topics, including portfolio management [https://pmoklub.profexec.com/poscast/miert-nelkulozhetetlen-a-projektportfolio-menedzsment-a-sikeres-cegek-eleteben/], transformational projects [https://pmoklub.profexec.com/poscast/a-sikeres-valtozas-titka-transzformacios-projektek-es-a-kulcsfontossagu-lepesek/], and emotional intelligence [https://pmoklub.profexec.com/poscast/ne-valjunk-azza-a-vezetove-aki-miatt-elmennek-az-emberek-az-erzelmi-intelligencia-szerepe-a-ceges-kulturaban/]. This time, however, we would like to showcase the possibilities, challenges, and solutions in executing a unique global project through a concrete example.
Recently, the largest merger in the banking history of the region took place, resulting in the creation of MBH Bank. Our recent guest, Patrícia Seprődi, Managing Director of MBH Bank, played a key role in this. She is also the head of the Integration Management Office and the Center of Excellence, following the unique triple bank merger process closely and proactively from start to finish. The nearly three-year process successfully concluded on May 1, 2023, resulting in the establishment of Hungary’s second-largest, purely Hungarian-owned financial institution.
What is this merger?
On April 1, 2022, Budapest Bank and MKB Bank merged, followed by the merger of Takarékbank with the then MKB Bank on May 1 of this year, creating MBH Bank Plc. thanks to a name/brand change.
Project Milestones
Strategic Planning
The first step in the process was the creation of Magyar Bankholding, which facilitated the merger of the three member banks, providing the legal background necessary to execute the merger steps. “After the first step, we had to develop the medium- and long-term strategy of Magyar Bankholding. This strategy outlined the processes and goals for the next two years, guiding us significantly, as we had to follow the milestones of this strategy.”
Time Factor
When building a strategy, many factors must be considered, one of the most important being time. There are two approaches to a project’s temporal execution:
- A rapid merger, executing planning for all major strategic points as quickly as possible.
- A slower, much more detailed, thoroughly planned process.
For MBH, creating and establishing unified banking operations as quickly as possible was a fundamental aspect, which early on defined the strategic path. Later, other considerations were aligned with this strategy, the most important being human factors, technological tasks, business challenges, customer perspectives, legal and other operational tasks, and program management.
Aligning Cultures
There’s a famous saying that culture eats strategy for breakfast. MBH leadership recognized this early on and began implementing specific action plans to build the new corporate culture. Fortunately, neither culture was chosen exclusively. Instead, under the leadership of the HR team, many workshops were held to interpret cultures and define values, where lengthy discussions took place about the type of workplace they wanted to create.
Risk Management
For a project of this magnitude, it is advisable to involve external experts who have done similar work before and have more experience than we do. MBH Bank also sought the help of major consulting firms, which supported the merger and risk minimization through various training sessions.
Human Factors
Human factors are one of the most prominent elements in any project. Identifying key personnel is crucial in a project of this caliber, which should be examined from two perspectives:
- Who are the individuals with key roles in the project?
- Who are those who play a significant role in maintaining business continuity?
Celebrating Successes/Milestones
To maintain motivation during a project, it is important to highlight intermediate results. We Hungarians are not particularly good at this, yet it is a crucial element. One of the most important leadership responsibilities is to recognize achievements, pause for a moment, and celebrate them.
Managing Burnout
When an organization executes a large-scale program, everyone focuses on achieving the goal. After such a significant performance, an emotional vacuum naturally develops among people. It is therefore worth preparing for what happens after the project is completed. Post-project tasks can be very helpful, but it is important to make organization members aware that they have reached the starting point of a new chapter, with many useful tasks still ahead.
Not Fearing Unexpected Situations
The preparatory work for the MBH merger began virtually simultaneously with the onset of COVID-19. The company found itself in the online space overnight, initially a challenge, but later to their advantage.
Why? Every project manager knows that one of the most challenging tasks is booking meeting rooms that can accommodate everyone and provide the necessary tools. Moreover, this involves travel, which takes up a lot of time. Therefore, managing a project in the online space can also be beneficial.
Summary
The MBH Bank merger serves as an example of the peculiarities of managing a large-scale project, affecting smaller groups organizationally, and highlighting the importance of human factors in such a complex, large project.
How you imagine yourself as a project manager