At this year’s IPMA World Congress, current President Mladen Vukomanović joined three of his predecessors – Brigitte Schaden, Roberto Mori and Joop Schefferlie – for a panel discussion on the history, core values and future challenges of the International Project Management Association (IPMA). The “Insights Session” provided an intimate setting to reflect on how the role of the project manager must evolve in a world shaped by disruptive technologies and increasing social responsibility.

All four presidents agreed that the unique strength of the IPMA lies in its focus on people and competences, as opposed to the purely model- or method-driven approaches often emphasised by competing organisations.

Artificial Intelligence: Ethical Challenge and Cultural Extension

The panellists were unanimous that AI is “inevitable” in everyday life and should be seen as “an extension of our culture” rather than a separate culture in its own right. Vukomanović highlighted that IPMA has already published a standard on “using AI ethically in projects”.

The danger, however, lies in an excessive focus on technology itself. Schefferlie warned that tools can easily distract from true project success. Moderator Peter drew a historical parallel to the once-banned electronic calculator, a prohibition that led part of a generation to lose the ability to “adapt such instruments into what they had done in their early life”.

Certification processes, too, will need to adapt to AI. Schefferlie noted that exams and reports must be restructured, since tools like ChatGPT pose a challenge to traditional forms of assessment. Despite these changes, the fundamentals remain: a project manager must continue to demonstrate “not only knowledge, but experience and competence in your field”.

Sustainability: An Economic and Ethical Imperative

The participants underlined that sustainability is not a passing trend but a central responsibility for project managers. Vukomanović illustrated this with striking figures: almost half of global GDP – “around 43 to 44 per cent” – is generated by projects and temporary organisations. In light of this, it is of “utmost importance” that project outcomes are “sustainable for the good of the environment, society and the planet”.

Brigitte Schaden called for the immediate integration of sustainability into the IPMA Competence Baseline (ICB), pointing out that it is already “part of the daily life of project managers” and can be seamlessly embedded in the association’s four certification levels. Vukomanović stressed that unlike national organisations, IPMA does not pursue “political or national agendas”, but is guided solely by the conviction that project management should bring “better value to the world” – and that value must be sustainable.

Leadership and Competence in Transition

The panel also addressed the need for a fundamental shift in leadership styles and competence profiles in response to global and technological challenges. Schefferlie invited the audience to reflect: “What kind of leadership style do I need for the future?” His answer was clear: “Adaptive leadership is the new normal for the future.”

He explained that while all existing competences remain relevant, the balance between them is changing. The focus is shifting towards “behavioural skills, connecting with people, leadership, politics, stable management and emotional aspects”.

Roberto Mori, drawing on decades of experience in large-scale international projects, emphasised the critical ability to “understand people and live with people in a multicultural context”. He observed that managing international projects has become “a little more difficult”, while at the same time “more challenging and more rewarding”. Project managers, he argued, must adapt and at times “push themselves beyond their nature to understand the cultural context of their counterparts”.

Brigitte Schaden reinforced the human dimension, describing project management as “a kind of education in democracy”, since it requires gathering the perspectives of all stakeholders in order to identify a “common goal”.

The Role of Research and Certification

The integration of new technologies such as AI, combined with the need to measure competences, poses significant challenges for certification and research. Schefferlie, with his background in certification, explained that AI “absolutely affects the way we conduct our certification processes”, from written exams and report submissions to interviews with assessors. With universities now encouraging students to use AI, assessment methods must evolve, as “the times of simple questions expecting simple answers are gone”.

Even so, Schefferlie underlined that the essence of certification will not change: project managers must continue to demonstrate not only knowledge, but also experience and competence – “because that is what makes you successful”. Certification, he added, creates “a picture of your competences” to help identify suitable projects and build “trust to deliver the right projects”.

Vukomanović highlighted the significance of research, noting: “Research is an important pillar of how we develop our standards, how we test our products, and how we influence society.” At present, IPMA’s research focuses strongly on young professionals, school pupils and future generations – less on methodologies and more on people and their development.

Social Responsibility

All four presidents agreed that project managers will bear a much greater social and ethical responsibility in the future, extending well beyond the immediate objectives of their projects. Vukomanović stressed that project management is “a socially responsible profession”. He described this responsibility not as “a heavy burden”, but as an opportunity “to demonstrate to the world how much we are worth”. Project managers, he argued, should strive to “be a beacon of ethics, integrity and credibility”.

Roberto Mori voiced concern for future generations and urged the project management community to “lead beyond our community itself”. In a world awash with “false stories, fake news and lack of credibility”, the community must share its commitment to facts and reliable knowledge with the wider public. Decisions, Mori argued, must be “based on real knowledge, real facts and genuine confidence”.

Vukomanović added that in the digital age, ethical perspective is crucial: while AI is unavoidable, what truly matters is the ability “to take a moral and ethical viewpoint” – something IPMA supports with its newly published standard on using AI ethically in projects.

The Competences of the Future

The consensus from the discussion was unmistakable: while tools and methods will increasingly be delivered by machines, the true value of future project managers lies in their human and ethical competences. Schefferlie predicted a shift towards behavioural skills, leadership and emotional intelligence. Mori added that the “capacity to understand people and to live with them in a multicultural context” will become indispensable, particularly as international projects grow ever more complex.

In closing, Vukomanović reaffirmed that project managers should seize the opportunity to “be a beacon of ethics, integrity and credibility”, thereby demonstrating their value not only to their organisations but to society as a whole. The competences of the future will not be defined by mastery of tools, but by ethical judgement and leadership – essential for navigating the complex human and societal challenges that lie ahead.