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AIPMO Association improves international activities and volunteering assignments. We are committed to and drives forward several collaborations with journals and international magazines, impelling publication of books and articles


Portfolio Management

Technology & Natural Comparison

AIPMO in partnership with ManageMagazine

Journals articles from international sources which publish AIPMO topics and related content


ManageMagazine bridges research and practice by translating complex research publications into reader-friendly articles for leaders and managers

ManageMagazine, a lively management oriented magazine and a community for Expert Knowledge, run by Vibeke Vad Baunsgaard. It is the first magazine in partnership with AIPMO Association which encourages contributions in a variety of formats, including articles, infographics, slide shares, podcasts or video. The partnership with AIPMO promotes the sharing of articles, and periodic publications on different topics related to Project Management, Risk Management, PMO, Portfolio Management, complexity, technology, and design. The readers will find some of these selection which meet the AIPMO topics related to Project Management areas, over this page . The articles, published from different authors, different backgrounds to promote diversity and reasoning over different points of views, are integral part of some of the development areas broached by the AIPMO standards. Some of the publication, among which published by the AIPMO founders and members, will be  selected with a complete content, others due to copyright will be resumed so the readers can go further reading the full articles on the original source: www.managemagazine.com

AIPMO Association elaborates some of the topics broaching most of the critical points in the Project Management world, society, culture, and complexity. The topics are integral part of the standard and constitute the focus of the international community over the main issues represented by current and future challenges over complexity, fragmented technologies, and social ethical aspects


Portfolio Management

Natural Comparison and Management

Toxic people leadership, lack of ethics, and integrity

Organizations are full of problematic leaders that poison the environment with their dysfunctional dynamics making an unlivable organizational climate causing illness and unhappiness. From a study by J. Peter Frost and Gullap

Companies merge, change continuously, leaders often ask for unrealistic requests, people lose their jobs. The consequence of the toxic behaviors are often not disciplined and sanctioned appropriately. Rather, it tends to justify them, to consider them a way to obtain respect and consensus, in the illusion that this can lead to performance improvements. Some people even knowingly create the environment and the ideal situations for the emergence and expansion of toxic behaviors.

Toxic attitude:

In the long term, toxic behaviour rubs off on entire team, threaten the whole system and the organization.

When a member of a team is approached by toxic leaders, executives, or just toxic people, who bring disagreement, discord, and divisive intent into the team with their toxic behaviors, then they give rise to a series of threats and retaliation. Research outcomes show how such behaviour effect blood pressure and the toxins produced causing health issues and illness. The human nature of the toxic people is manifested, wounding and whitewashing with any sort of morally questionable attitudes because toxic people are used to live their own daily life with the insignia of arrogance, lack of respect for the other, and regardless of principles of ethics and even of their own reputation. The victims are deceived and blind to recognize the hidden agenda.

The typical attitude observed as poor seriousness, arrogant attitude, creative constipation, alcoholic fanaticism, rhetorical justifications, attempts to overthrow the work of others, how to brittle the “other”, mental manipulation, and trial to implement them through both direct suggestions, actions, and the technique of “using others” or even PNL. Fortunately, to get rid of them in time is the best thing to do! Happy to propose and produce some training material from any similar event as “lesson learned”! Other behavioural category extensions are presented by Teo Veldsman, from the “cold fish” to the “monarch” archetypes.

It is quite amusing how even if they far from being part of other’s people business, those could manipulate the environment and create a typical situation of discord in both activities and in the core of the team itself. Most of them are “individuals” owning some tacky content oriented companies praising like in a hippy trance, that show exactly similar features, despite flaunting a certain misleading success.

These methods, mentioned above, accordingly to M.Farouk Radwan, are attributable to the following techniques (quite arguable when used for self-interest!):

  • Direct suggestions

For example, a person might think that you want to show people that you are the best just to impress them. Hypnotist might use to get you into hypnotic trance for instance.

  • Actions

The best way to impress people is to not talk about yourself but to rather show them that you can do impressive things!

  • Using others

One of the best ways to send suggestions to people’s minds is to use common friends. If someone repeated your same suggestion, preferably in your absence, then it will be more likely to stick in the mind of the person who heard it. For example, if you managed to let a common friend talk about how great you are in your absence then this suggestion will be very likely to become a solid belief in the mind of the person who heard it. source: M.Farouk Radwan

What can be done?

Lowering the level of tension and aggression in organizations through dialogue, reflection, and philosophical approach can substantially contribute to increasing the ethical dimension in everyday business practices and commercial world. Ethics understood as a chance to contribute with vital energies to self-affirming positively as an individual, which leads to prefiguring a new form of leadership that starts from reflection and only subsequently translates into action. The presence of philosophical reflection where the object is “the person” has become not only necessary but inevitable in organizations and companies that try to give a “sense” to their doing. And above all, it must be put into practice, not only at the level of training and certification but in the practice and in the minds of people trying to eradicate both the toxic attitudes and those who produce them. Evaluating better integrity.

Toxicity insights

Another side of toxicity when reaching success; success in fact attracts toxic people, because the road smoothed and easy life. Success has many enemies and sabotage attempts. When a start-up begins to be recognized as a valid initiative, made of ideas, initiatives, weekends spent working and no holidays to morph an initial skeleton, structure, into a pattern that works as starting point to implement important moves, also to bust through the typical managerial conformity, etc. the vile enemies as toxic people run into to catch it! Careless of their own reputation/ignominy, they come to impregnate the air of all the toxicities they are capable of. But what matters in this case, is to stay firm on foundational principles and if necessary change the pace or the path and recognize values as rudder. Are the vile enemies going to take over?

To answer this question I like to remember a step of the “De Bello Gallico”- Julius Caesar, perhaps not many of you know the work, but it is a great source of strategy, an example of transparency, and underlines the difference between the honour of the Romans and the ruthless and back-stabbing attack during an assembly for negotiation’s purpose, unleashed by the Gauls, the Barbarian.

“Cum suos pugna superiores esse Galli confiderent et nostros multitudine premi viderent, ex omnibus partibus et ei qui munitionibus continebantur et hi qui ad auxilium convenerant clamore et ululatu suorum animos confirmabant. Quod in conspectu omnium res gerebatur neque recte ac turpiter factum celari poterat, utrosque et laudis cupiditas et timor ignominiae ad virtutem excitabant” De Bello Gallico – Giulio Cesare

Translation – “… those who were in the fortifications, braved their comrades with exalts and screams … to make them fight in front of everyone, no courageous or vicious action could be hidden, both sides were encouraged to have heroic behaviours, For the desire for glory and for the fear of ignominy … “

The fight began around noon and lasted until sunset with uncertain outcome. The Gauls, though in numerical superiority, did not succeed in prevailing the Roman cavalry, who fought honourably in front of the legions deployed. In the battle of Alesia, after the victory Caesar said, “tot hostes, honorem multum”

Yes, success with honour increases enemies, threats, envy, and grudge against people who made it happened. Therefore, loyalty, integrity, and transparency for a serene coexistence of values, initiatives, improvements in any team or organization, is paramount. Who is a true leader should know it! They should know too that the cutting-edge organization, the ones that will succeed in the future, have a wider goal than pure business! As the evaluation of the human dimension giving a deeper meaning to the daily work, which cannot be achieved with toxic people leadership. According to a research done with a cross-studies by Robert Hare with the collaboration of the FBI reveals that business executives are psychopathic and they are 1 over 100 in 2005 only! Individuals who verbally and psychologically abusively exerting pressure, free of remorse obsessed to “appear” as narcissists (or “prime donne” on social networks despite poor content, either at the expense of their own reputation!) convinced that the world should serve them – the snake type [table: archetypes of toxic people]- definitely are not the kind of good leaders. We should investigate better old processes and also human resources management related to hiring who and for what, according to which criteria.

Make sure you get the right people on the bus, the wrong people off, and the right people in the right seats! “Good to Great.” Jim Collins


Kari Dakakni  – topic: Toxic Behaviour and Risk Management (trial to mitigation..) 

How toxic leaders destroy people as well as organizations

There is a growing incidence of toxic leadership in organizations across the world. This is clear from anecdotal evidence as well as research which suggests that one out of every five leaders is toxic. My own research shows that close to three out of every ten leaders are toxic. …..In the case of individuals, toxic leadership refers to ongoing, deliberate, intentional actions – the “arrow” – by a leader to undermine the sense of dignity, self-worth, and efficacy of an individual – the “poison”. This results in exploitative, destructive, devaluing and demeaning work experiences. These destructive actions may be physical, psycho-social or even spiritual when they diminish a person’s meaning and purpose. …  read more 



Theo Veldsman

PMO’s and complexity, risk factors and organization’s inertia

New facets of complexity are expanding, while technology changing, borders and inconsistencies between the new and the old, the innovation and the obsolete. How the organizations perceive and therefore utilizes standards, methodologies to process recurrent procedures, and what is the weight given to the new aspects when the old is not enough and not even aligned with the continuous shifts of technologies while  the complexity of systems is increasing in the background . AIPMO is looking at those aspects, and introduces new approaches based on automation to process information, to filter alteration over cognitive /human limitations and costs, wrong interpretations, putting aside detrimental human factors, often caused by a lack of proper professional education and ethics.

” … Large scale of impacts where new type of hazards require new model for systems and procedures to reduce risks while becoming themselves a risk to manage risks – risks in models, and the complexity in social –organization structures emerges clearly, especially after a major accident occurs outlining also a lack of methods to identify precursor’s signs …” 

References from:

Kari Dakakni Technological Society, Risk, and Natural Behaviour

Complex organizations are far more difficult to manage. It’s harder to predict what will happen, because complex systems interact in unexpected ways. It’s harder to make sense of things, because the degree of complexity often exceeds our cognitive limits. And it’s harder to place bets, since the past behavior of a complex system may not predict its future behavior …  read more 



Kim Buch-Madsen Samfuns litteratur

Management and Natural Comparatives – what we can learn

The level of the connectedness, in animal social behaviour, has been profusely linked with survival and reproductive success as sign of the Darwinian evolutionary path. The way the information is processed is faster compared to the human being, since the instinct embraces the comprehension, the prediction, and the decision, and they do not involve misperceptions. What is really the differences between perils, risks, decision, environment? The level of responsibility and surviving skills developed on the field! If we look within the organization, however, perception of infinite budget, bad managed outsourcing and decisions, core competencies not aligned with roles and responsibility and functional areas underline how a small weight is given to the organization values, when they are present. Natural comparisons in both project management, and risk management help to understand more about the the links between environment and human being, and between humans beings still struggling with cultural, ethics, and behavioral issues. Overloading tasks, time to process data, and information require extra costs and time where those are losses in balance sheets.

References from:

Kari Dakakni  –Technological Society, Risk, and Natural Behaviour

Robert Joslin, Ralf Mueller – New Insights into Project Management Research: A Natural Sciences Comparative

There are species of organizations just as there are species of animals. Don’t mix them up. A bear is not a beaver; one winters in caves, the other in wooden structures they build for themselves. Hospitals are not factories; advertising agencies are not fast food companies… read more




International PMO, the responsibility to trustfully delegate tasks

Often to delineate the right direct responsibility implies serenity within the team with no members acquainted to disseminate discord within the group. In fact when those pre- requirements are missing, the  distribution of the tasks to others due to past negative experiences, may become an unpleasant experience. Core competency, high professionalism, people with ethical principles, team development plans, open minded to confrontation, monitoring etc. are some of the steps to take to reach the objective.

In order to become a highly effective and truly successful project management leader you must focus on the areas that make the most difference to the success of your project. These areas include risk and issue management, project planning, managing senior stakeholders, ensuring quality of the end product, and leading and motivating the team. Delegating lower level administrative tasks and detailed planning is important if you want to spend your time effectively … read more



Susanne Madsen Developing Project Leaders

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