Welcome to our exclusive Master Talk series, designed to bring you closer to the dynamic world of project management. Going beyond the conventional, we explore fascinating and often unexpected aspects of the profession. Each month, Zenith Vanguard sits down with a distinguished international project management expert – leaders who’ve navigated diverse industries and bring unique insights to the table. Through their stories, we aim to share knowledge, inspire, and redefine what it means to excel in project management.
The first episode, Daniel Juhász, Partner at Zenith Vanguard, recently had the opportunity to speak with Veronika Kocijanovic, Head of Project Management at Atos Switzerland. They discussed her insights into the rapidly evolving modern workplace and its impact on project management.
Veronika is the Head of Project Management at Atos Switzerland, where she leads a team of 16 professional project managers delivering projects for a wide range of clients. With broad experience, she has successfully managed projects in industries such as IT, public health, telecommunications, and the non-profit sector.
She’s specialized in overseeing complex projects, establishing project and portfolio governance, and developing PMO structures.
Veronika is passionate about driving continuous improvement by streamlining processes and actively engaging with stakeholders, teams, and partners. Her focus is always on fostering collaboration, addressing challenges directly and ensuring that project outcomes are aligned with the needs and expectations.
Daniel Juhász (DJ): What do you like about project management, what was the main reason you chose this profession? What feelings do you have when you think about project management?
Veronika Kocijanovic (VK): Honestly, I feel like the profession chose me! 😊 It’s been a journey. After working in various roles within IT, I realised that project management was the right fit. I love seeing the big picture before things take shape, and working towards delivering something that impacts and changes people’s routines.
The dynamic nature of project management inspires me – you move from one project to another, and no two projects are the same. The constant communication and understanding of the ‘why’ and ‘for whom’ behind each project keeps me motivated. At the heart of every project is a person, and the feeling of creating something that benefits others is deeply fulfilling. This fits perfectly with my role at Atos Switzerland and the Atos values of innovation and client focus, as I am always striving to deliver innovative solutions that meet the needs of our partners and clients.
The workplace is changing rapidly. How do you see the role of the project manager evolving? What new skills do you think project managers need to be successful today?
It’s a constant journey and learning curve. With dynamic environments, rapid technological advances and changing working habits, it’s vital to keep an open mind. Success today isn’t just about mastering technical skills, tools, or methodologies; it’s also about developing emotional intelligence, empathy and change management expertise.
An essential skill is the ability to continuously learn how to use and make the most of evolving technologies. Project managers need to understand how tools such as Gen-AI, automation and advanced data analytics can optimise day-to-day tasks and deliver greater value.
The ability to embrace change is also critical. Understanding the mechanics of change and equipping yourself with the skills to navigate it is more important than ever. Change is the only constant!
What’s different about managing projects today compared to a few years ago? What trends or changes have had the greatest impact on your work?
Today, technology does many things that we used to do manually. Just as a simple example, in the past I would write each meeting minute by hand… share them by email and track actions in a single local file… now technology does it for us. We can focus more on communication and on the people who should benefit from the results of our projects. There are also many more methodologies, frameworks, and tools, whereas years ago even Scrum and the Agile approach seemed new and unexplored, especially in non-IT industries.
These trends have changed the way we approach project management, enabling us to be more agile, data-driven, and customer-focused in our work. The biggest impact on my work has been the integration of AI technologies, which have significantly improved efficiency and decision-making processes.
How do you balance the need for structure with the need to be flexible in project management? Can you give an example of when you need to be agile in a structured project?
The first thing I’d like to emphasise is that working in an agile way doesn’t mean that the project is unstructured…it just requires a different approach to waterfall. To give an example, I led an acquisition program where we had a lot of legal, financial and regulatory streams that would naturally would apply a waterfall approach, so the program was structured according to traditional methodology…but as other streams in the program were IT and infrastructure merge, marketing proposition, branding, with many unknowns at the time…we simply had to adapt and run agile by planning very frequently and adjusting streams to fit the overall program timeline. Besides all the traditional set-up and strict project governance, we were creative in adapting the agile structure. It worked well!
Data is everywhere now. How do you use it to keep your projects on track? Are there particular metrics that you always keep an eye on?
Well, when we talk about metrics in projects there are always triple constraints because you must keep an eye on budget, scope and timeline. By continually assessing these, I ensure that we’re delivering what was agreed and within the expected parameters. However, project success goes beyond just the basics.
To truly understand the value of a project delivery, I rely on setting and monitoring a series of Key Performance Indicators (KPIs) and Objectives and Key Results (OKRs). A typical KPI is set to monitor the operational aspects—such as resource utilization, quality of deliverables, and team performance—so we can adjust where necessary to stay on course.
At the same time, OKRs help set the broader strategic direction and measure the outcomes of the programs and projects. For example, if the goal is to deliver a solution that increases customer satisfaction, the key outcome might be to improve user engagement or achieve a certain Net Promoter Score (NPS). These indicators help track whether the project is aligned with the larger organizational goals and whether it’s having the desired impact.
Tracking a defined set of indicators helps us to ensure that we’re not only meeting our targets, but that the value we’re creating is measurable and aligned with organizational needs. Otherwise, how would we know that the project was successful and what value it’s creating for the organization and its users?
With so many project management tools out there, which ones do you rely on the most? How do you decide which tools are worth using?
When working with global organizations, some tools are mandatory, such as corporate PPM systems, financial tools, and reporting tools. However, there’s room for creativity when it comes selecting complementary tools that make project management more efficient and enjoyable.
Personally, I’m a bit old-fashioned—MS Project was one of the first tools I ever used, and it’s still one of my favourites for planning. For creative content, I like to use tools like Canva. For process tracking and reporting, PowerApps integrated with business intelligence tools for dashboarding works well. For interactive virtual meetings, I rely on tools like Miro and Polls to keep the team engaged.
When choosing a tool, I follow a principle – it’s situational. I focus on tools that are most effective for the specific needs of a project, but they also need to be simple enough for me and my team to use and understand. It’s essential that the tool serves the purpose without overwhelming us with complexity. Sometimes, nothing beats the simplicity of colourful Post-its and a flipchart to capture ideas and spark creativity. Ultimately, I look for tools that fit with the context, the culture of the organization, the digital literacy of my stakeholders and my project team, with the aim of improving collaboration without adding unnecessary complexity.
What do you think the future of project management will look like? How do you see the role of project managers changing over the next years?
The future of project management will be heavily influenced and shaped by technology, with AI, automation, and digital tools streamlining workflows. According to the World Economic Forum’s Future of Jobs Report 2023, project managers will need to focus not only on technical skills but also on emotional intelligence, adaptability, and leading teams through rapid change. The role will evolve into more of a strategic leadership position, where project managers will lead teams through uncertainty, drive innovation, and ensure that projects are aligned with organizational goals. Given the pace of fast change, project managers will need to embrace continuous learning and be flexible in adapting to new methodologies and tools.
Do you think the demand for project management professionals will continue to grow? Could freelance project managers be a viable solution to meet this growing demand?
Yes, the demand for project management professionals will definitely continue to grow. The Project Management Institute’s (PMI) 2023 Talent Gap Report predicts need of 2.3 million people will be needed each year to fill all the project management-oriented positions expected to open by 2030. As many organizations undergo digital transformation and projects become more complex, the need for experienced professionals to manage them will remain high. Project managers will be crucial in driving innovation, ensuring successful project delivery, and adapting to rapidly changing environments.
Freelance project managers are a solution for businesses seeking specialized expertise. They offer flexibility, cost efficiency, and the ability to scale resources quickly, making them invaluable in meeting the growing demand for agile talent. However, there are also significant benefits to maintaining an in-house pool of project managers. It fosters continuous value creation, retains institutional knowledge, and keeps lessons learned from past projects remain within the organization, strengthening its long-term capabilities.
What advice would you give to someone starting out in project management today? What should they focus on to be successful?
My advice would be to start by building a solid foundation in the core principles of project management. Mastering the basics—methods, tools, and techniques—is key, but don’t stop there. Equally important is developing your soft skills, especially effective communication, empathy, and the ability to lead and inspire others. These are the skills that truly set exceptional project managers apart.
In today’s rapidly evolving world, stay curious and embrace a continuous learning mindset. The landscape is changing rapidly, and the ability to adapt is essential for success.
Don’t forget that relationships are at the heart of any successful project. Building strong connections with stakeholders and team members and understanding not just the “how” but the “why” behind a project — what it means to the people involved and the impact it will have— will enable you to deliver even greater value.
Finally, never underestimate the power of networking and mentorship. Surround yourself with people who inspire you and seek guidance from those who have gone before you.
Stay motivated, stay driven, and always be open to the next big step in your journey.
How do you make sure your team stays ahead of the curve and keeps improving? What are you doing to encourage continuous learning and development?
I value a culture of continuous improvement and learning, and one of the ways we ensure our team stays ahead of the curve is by actively investing in their growth. This includes using the organization’s resources to find the right opportunities for professional opportunities. I focus on personalized growth plans for each team member, aligning their professional aspirations with the needs of the organization. This ensures that our team members are constantly improving and developing skills that benefit both their personal career development and the success of our projects.
It is important that we are committed to professional excellence, and the Atos Switzerland’s 17-member project management team is proud to hold a total of 45 industry-standard certifications in various project management disciplines. These certifications demonstrate our team’s commitment to staying abreast of industry trends and best practices.
In addition to certifications, we hold knowledge sharing sessions where team members present new tools, techniques, or insights from their projects. These sessions encourage collaboration and help everyone stay up to date with new developments and approaches.
Lastly, I try to set an example as being an active learner myself, which can inspire the team to do the same.