Communique for September 25th, 2021 virtual CoD


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25th September 2021
Council of Delegates

Communique for September 25th, 2021 virtual CoD,

Building a new reality in a sustainable manner in the era of digital transformation
This is the third time in the 57 years of IPMA that we have held our Council of Delegates in a virtual way, still
conditioned by the global pandemic. A situation that has lead to all of us continuing to learn how to adapt
to these circumstances of necessary change and transformation.

As we shared throughout this year at various IPMA events worldwide dealing with this pandemic period,
resilience—the ability to respond to the crisis—has helped many organisations survive a turbulent
year, but resilience is as much about reconnaissance as it is about recovery. During the days preceding
our Council meeting we have made a great effort together with our Russian Association delivering our
32nd World Congress. It was postponed from last year and will this year take place in a blended format,
on-line as well as face-to-face in the City of Saint Petersburg. The motto of the congress is “Project
Management in the Digital Transformation Era”.

Digital transformation goes much further than IT modernization, from cloud computing to digital
optimization and to the invention of new digital business models. In general, it refers to the use
and management of digital technology to evolve or create new PM and business processes and
consequently whole project portfolio practices, applied methods and methodologies, tools, techniques
and associated competences. Digital transformation of our profession means the process of assessing
customer needs and leveraging technology to improve project deliverables as well as end-user
experience and satisfaction. End users being our customers, employees as well as other relevant
stakeholders such as the society as a whole. IPMA thinks it is important that this transformation should
also take place in a sustainable manner.

Digital transformation management is about evolving businesses by experimenting with new technology
and rethinking the current approach to common issues. Because it’s an evolution, a transformation
doesn’t necessarily have a clear end point. It’s a continuous process where management continuously
adapts to a constantly changing environment. For this a clear strategy, programmes and projects
are needed for any organisation that means to continually seek out ways to improve the end user

Sustainable digital transformation is crucial because it allows Organisations to adapt to ever-changing
environments and continually improve how they operate. I am convinced that the strategy to improve
and sustain digital transformation in an organisation consists of addressing three pillars: 1. customer
experience/satisfaction; 2. operational processes (focusing on PPPM evolution) and 3. business models.
An effective digital transformation approach will create a framework to follow throughout this everevolving process, taking into account knowing what the organisation hopes to achieve in terms of
monitoring, controlling and tracking along the way.

The IPMA ICB4© (Individual Competence Baseline) addresses Change and Transformation in the
Competence Area of Practices as follows:
Newly developed capabilities only deliver benefits when they are put to use, and when they
are supported by the organisations and people receiving them. Change (as improvement
of a current situation, keeping the past in mind) and transformation (the emerging
development of new situations, based on a vision of the future) provides the process, tools
and techniques that can be utilised to help individuals and organisations make successful
personal and organisational transitions resulting in the adoption and realisation of change.
IPMA Chairman Dr. Jesus Martinez Almela highlights that the most important thing now addressing
the level of change and transformation management required by a portfolio will largely depend on
the amount of disruption created in individuals’ and groups’ day-to-day lives, plus attributes such
as culture, value systems and history with past changes. Change and transformation do not primarily
happen ‘by design’, and are not usually a linear process. The individual needs to regularly monitor
and evaluate the effectiveness of the changes and adapt the change or transformation strategy. The
individual also needs to take into account the change capacity and capabilities of people, groups or
organisations in order to help them successfully adapt or transform.

We will continue our work worldwide and see the future in a much more transformed, digitalized
and sustainable way, addressing our new reality.

Jesus Martinez Almela, IPMA Council of Delegates Chairman
IPMA CoD Chair Dr. Jesus Martinez-Almela is available for comment via info@ipma.worl

Louise Kaerbo