In today’s fast-evolving business world, staying relevant as a project manager can be a challenge. With the rapid pace of technological advancements and the demand for diverse skill sets, project managers are under increasing pressure to maintain employability in a highly competitive market. In this interview, we sit down with Petr Janis, founder of Projectman.cz, the project management network in the Czech Republic. We discussed the evolving landscape of project management, focusing on the future skills required to stay competitive. Petr shared how Projectman.czsupports project managers in adapting to these changes, helping them thrive in an increasingly complex work environment.

You started in 2011 when you noticed a significant gap in the quality of project management resources in the Czech Republic compared to what you experienced in the UK. Today, with over 90 contractors, how has the project management landscape evolved since those early days? Do you feel that the gap you set out to fill has been successfully bridged, and how has your company contributed to this transformation?

Petr Janis: The profession of project management has undergone significant changes over the years. Looking back to 2011, Agile methodologies were not yet a common part of the project management community and project management was mostly about hard skills, methods and frameworks. I would like to highlight one very significant change. In 2011the representation of women in the profession was noticeably low. Early research and salary statistics also revealed a significant gender pay gap, with male project managers earning salaries approximately 50% higher than their female counterparts. Thankfully, this disparity has decreased substantially, and there is now a more balanced representation of women in the profession. This is a welcome change, considering the importance of skills like stakeholder management and emotional intelligence, where diverse perspectives can greatly enhance the field.

However, despite progress, there are still notable gaps. The level of professionalism in project management varies widely, with some individuals not fully embracing the continuous learning and development required. While there has been improvement in technical skills, the gap in soft skills remains significant. Also compared to regions like the Americas or Asia, where project managers often work harder and pursue additional learning even on weekends, the Czech work culture emphasizes work-life balance and a typical 9-to-5 schedule. This can create a less challenging environment, where individuals are not always pushed to excel or improve their skills.

As your company is continuously contributing to better project management, let’s talk about reality project managers are experiencing today. In today’s project environments, the range of expertise required can be broad and demanding. To remain effective, project managers must continually refine their skills and adapt to a changing landscape. You collaborate with top brand leaders and have a deep understanding of market needs and expectations. Have you noticed a shift in these expectations compared to a few years ago, and what companies are mainly looking for in project managers today?

Petr Janis: While there has been progress in the expectations for project managers over the last decade, some clients remain conservative in their demands. If we look back around ten years ago, the skill set expected from project managers was less complex; today, they are generally expected to have knowledge of both predictive (traditional) and Agile methodologies, as well as a well-developed set of soft skills. Despite advancements, many clients do not yet view familiarity with modern technologies like AI as a necessary requirement for project managers. While these skills are considered valuable, they have not become a mandatory part of the project management skill set.

There’s a growing trend of companies adopting hybrid project management approaches by blending Agile and Waterfall methods. What key advantages do you see in this mixed approach, and where do most project managers struggle when trying to implement it?

Petr Janis: Navigating hybrid project management approaches can be challenging, especially as companies increasingly blend Agile and traditional (predictive) methods. Many organizations are still figuring out the right balance, and while some have made "Agile" a part of their strategy, their actual implementation often ends up being a mix of Agile and Waterfall practices. The challenge lies in choosing the right combination of methodologies based on the nature of the project. For example, in projects where the end goal is well-defined—such as regulatory compliance or implementing a new policy—traditional methods with structured planning may work better. On the other hand, for projects involving innovation or product development, where the outcome is not entirely clear, Agile techniques like iterative development and customer feedback cycles are more appropriate.

In practice, most companies face a situation that falls between these two extremes, requiring a hybrid approach. However, implementing a hybrid model is not as simple as selecting random elements from Agile and Waterfall practices. Each component must be thoughtfully chosen based on the project's needs. The reality is that no one-size-fits-all solution exists, and methods must be tailored to meet specific project requirements. Ideally, a PMO (Project Management Office) or a senior project leader would determine the approach at the project's outset.

AI might bring some automation to project management, but we’re not there yet in terms of a completely new way of working.

Considering the latest trends, question about AI is inevitable. In project management today, AI is primarily used for technical assistance and troubleshooting. According to the Future of Jobs Report, 68% of companies consider technological literacy essential, with cloud computing, AI, big data, and cybersecurity being the top skills in demand. How should project managers approach skillset development to keep up with these trends?

Petr Janis: I would prefer to focus on AI because cloud computing and big data are more specialized areas for project managers who work specifically with these technologies. AI, however, is becoming increasingly relevant to all project managers due to its potential to improve efficiency. It enables tasks to be completed more quickly, which is essential because companies are looking to reduce time spent on repetitive tasks. Therefore, adopting AI is not just a luxury but a necessity for project managers. In the near future, it will be crucial for project managers to become at least advanced users of AI, if not leaders in its implementation. AI can significantly increase productivity by automating the creation of project reports, documentation, and even requirements gathering. Though some fine-tuning is needed, these tools are already proving to be helpful.

AI can also enhance a project manager's skill set by performing tasks like text analysis, sentiment analysis, or even legal and business evaluations. These are capabilities that many project managers may not naturally possess but can greatly benefit from when it comes to strategic decision-making. Therefore, being proficient with AI tools will soon be a must-have skill. Regarding data literacy, even if project managers don’t need to be experts in big data, they should still have a basic understanding of working with data, database structures, and related ethics standards, like GDPR compliance. These elements are increasingly intertwined with AI capabilities and are becoming essential components of a project manager's toolkit.

Although advanced hard skills are crucial for project managers, especially in today’s fast-paced environment, your company also emphasizes the importance of soft skills such as enthusiasm, self-motivation, self-reflection, and listening. You highlight individuality by stating that maintaining one’s professional standards is part of Projectman’s DNA. Could you elaborate on what defines this DNA?

Petr Janis: Our company’s DNA is built on four key components.

The first is craftsmanship, or mastery of the profession. This means understanding and applying established practices, processes, and governance in project management. You can't manage a project effectively without these foundational elements. They are essential to keeping things structured, transparent and consistent.

The second component is human side and building strong relationships with stakeholders. It's important to establish not only formal, professional relationships but also informal connections. When stakeholders feel they have a genuine relationship with you, they are more likely to approach you if there’s an issue, offering support or solutions. This open communication helps avoid situations where the sponsor bypasses you because of a lack of trust or feedback.

The third component is self-reflection, which is especially crucial for experienced project managers who may assume they know everything. Being able to adapt to different company cultures and ways of working is important. When problems arise, it’s easy to blame external factors, but a good project manager asks, 'What can I do differently to solve this issue?' Without self-reflection, it's difficult to grow or address challenges effectively. Recognizing that you need help and seeking it out is a strength, not a weakness.

Lastly, the fourth component is energy. Projects bring change, and leading change requires enthusiasm and drive. Most people prefer to maintain the status quo, so to lead a project effectively, you need to inspire others to embrace change. Being a true leader means having the energy to motivate and guide your team through the transformation process. Together, these four elements form the essential attributes—or the DNA—of a strong project manager.

Your company focuses on helping professionals advance their project management careers. What unique programs or support services do you offer to help project managers stay ahead in this evolving landscape? Could you share a recent success story from one of your candidates?

Petr Janis: We see two main categories of career development stories at our company.

The first category involves individuals who aren't complete beginners but have a few years of experience—typically three to five years—in project management. When they join us, they may start at a mid-level, but it's rewarding to watch their growth. At the beginning, they often focus on learning hard skills and the technical aspects of project management. As they progress, they develop the ability to handle more complex issues, such as client relationships and navigating internal politics. We’ve had many success stories of people who began as mid-level project managers and grew into project management superstars. Some of them continue to work with us, while others have gone on to teach or consult in the field. It's truly gratifying to see this evolution.

The second category includes more seasoned professionals. These individuals have been in the field for many years, often reaching senior positions within a company. However, after spending decades in the same role, they find that staying relevant in the evolving market requires flexibility and adaptability. For some, career growth means taking on new challenges, such as transitioning to different types of projects or working with new types of stakeholders. They discover different dynamics and disciplines, which helps them adapt to the changing landscape of project management. Our role is to help these professionals remain relevant by providing new experiences and supporting them in navigating these transitions successfully.

While career growth in project management can lead to executive roles or even entrepreneurship, it’s not the only path. For those who choose to remain in the profession, it’s essential to diversify their experiences and continuously adapt to new challenges in order to stay relevant.