The PMOGA Community at PMI Germany Chapter is where PMO professionals come together to learn from each other, discuss challenges, and advance the value contribution of modern PMOs. Currently, 14 active members engage monthly in seminar-style sessions on relevant PMO topics – open, practical, and with real depth. 
The newly established Community of Practice (CoP) Energy has already held four meetings and is rapidly building momentum. Bringing together professionals from across the energy sector, the community is focused on addressing key challenges and opportunities shaping the future of the industry.
The CoP Energy consists of members from across the energy sector, including organizations involved in energy generation, production, transformation, and related services.
The Community of Practice Risk Management of the PMI Germany Chapter e.V. has started its substantive work after the kick-off in January – with a clear roadmap and a growing circle of committed practitioners.
Risks are part of every project. But how systematically do organizations really deal with the imponderables of a project? Are the companies more opportunity-oriented or value-preserving? And what can be learned from different industries? These are precisely the questions addressed by the CoP Risk Management of the PMI Germany Chapter.
With the new Manifesto for Enterprise Agility, PMI and the Agile Alliance provide guidance for organizations seeking to remain capable of making decisions and taking effective action in times of uncertainty.
Building on this impulse, the Community of Practice (CoP) for SMEs will explore which established assumptions in project and portfolio management still add value today—and where new perspectives may be needed.
The aim of this study is to gain in-depth insights into how Generative Artificial Intelligence (GenAI) is used in digital and IT leadership and how GenAI can be deployed even more effectively and successfully in the future.
This topic is becoming increasingly important in leadership practice, as GenAI can support strategic, tactical, and operational leadership tasks in various ways. Your insights will make a valuable contribution to understanding current developments from both academic and practical perspectives. We sincerely thank you for your participation and contribution.
Link to the survey: https://limesurvey.zhaw.ch/index.php/616174
Bridging the gap between ambition and impact often comes down to one question: How can social projects be implemented successfully and sustainably with limited resources? This is where professional project management can make a meaningful difference. The following case study illustrates how volunteer engagement, structured methods, and clear priorities can work together to create lasting social impact—practical, effective, and sustainable. 
The reason for this change is the MEDICA trade fair taking place at the same time, which had not yet been announced when we originally scheduled the event. Due to the fair, hotel occupancy in Düsseldorf will be exceptionally high, resulting in significantly increased accommodation costs.
To provide you and all participants with better overall conditions, we have decided to adjust the date accordingly.
What does this mean for you?
PMI Germany Chapter e. V. is pleased to announce a new media partnership with projektmagazin this year. With this collaboration, we are further expanding our offerings for the project management community. 
Regulation, security of supply, political frameworks, and high investment volumes: The Community of Practice (CoP) Energy of PMI Germany Chapter discussed which challenges set projects in the energy sector apart from other industries.
The Community of Practice Energy of PMI Germany Chapter has started its work with a clear question: What makes energy project management unique?
With the new Manifesto for Enterprise Agility, PMI and the Agile Alliance provide guidance for organizations that want to remain capable of making decisions and taking effective action — even under uncertainty.
Today, many companies struggle with too many projects, too much bureaucracy, and too little impact. But how can true Enterprise Agility be achieved in practice?
In our work, we deliberately challenge traditional ways of thinking in project portfolio management — practical, controversial, and free from methodological dogma.
How can your organization remain effective when conditions constantly change? The new “Manifesto for Enterprise Agility” by PMI and the Agile Alliance explains how organizations can use adaptability as a strategic capability.
“Are we prepared for change?” This question is becoming increasingly important for leaders facing rapidly evolving markets, technologies, and political environments.
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