With companies seeing lower-than-forecast returns on AI initiatives, we need to make sure we’re starting the right projects. Here’s how to keep your portfolio on track.
The industry mourns Robert “Max” Wideman, a beloved PMI Fellow, early leader in the PMI community, and trailblazer whose impact was deeply rooted in advancing project management knowledge.
Accountability is something that project managers and PMO leaders are very familiar with. But that doesn’t mean they always embrace it.
How often do project managers consciously balance our own lives? Drawing from his experiences in both the private and public sectors, this practitioner explores practical ways to sustain mental health and achieve genuine work/life balance in a high-pressure project environment.
No matter how much the definition had evolved, change management was still seen as something directly related to the project. But now, that’s changing. The idea of organizational change management has been moving closer to project-style change management for a while.
Today’s PMs face a world of complexity, shifting priorities and constant change. Tools and methodologies are not enough. Faro—Spanish for lighthouse—is a simple yet powerful model that reminds us to lead with fortitude, adaptability, relationships and purpose.
With Generative AI, iteratively refining and optimizing prompts can lead to better AI-generated results. This may involve adjusting the specificity or clarity of the prompt to increase relevance and a ...
Hello. I have a Bachelors of Science, I just took course era's Data Analyst course. Now I started on Course Era's Project Management course. To be honest. I appreciate any tips, suggestions, cheap cla ...
Validating and checking outputs is critical when working with AI systems like Generative AI. Such validation approaches may include establishing clear criteria, implementing strong testing protocols, ...
The Governance Structures That Protect Identity During ChangeIf organizational wisdom matters, an important question immediately follows.Where does it actually live?The question may appear deceptively ...
By: Laszlo J. Kremmer MBA, CLC, CSM®, CSPO®, PMP® - Member of PMI Ethics Advisory TeamSeveral specific problems characterised the project.1.One problem was weak continuity in key areas of support and ...
The core truth of Change Management: You can’t "hype" people into changing how they do technical work. True change isn't a PR campaign; it’s a system design challenge.If you've ever watched a brillian ...
"What are we actually paying this person for?" Sometimes... It is a fair question. Most people, unfortunately, use it badly.Once a year, I sit with a version of it myself. Not the salary, not the titl ...
IntroductionIn the world of software development, tales and metaphors often serve as powerful tools to communicate complex ideas. One such tale is the Brothers Grimm’s “Seven at One Blow,” the story o ...
Visit ProjectManagement.com for a full day of live learning, practical takeaways, and on-demand resources to help you build AI confidence—and earn PDUs along the way.
Project managers are no stranger to feedback. Some of it is positive, some more constructive. But how can we take what we hear and actually do something about it? Keep these seven tips in mind.
PMs need to connect delivery to higher business goals. Knowledge of your organization’s business strategy shapes how you facilitate decisions and communicate alignment. Fortunately, you can build this capability without formal training.
An unexpected problem at an office led to one of the most valuable skills a project manager can develop: knowing when to stop negotiating among competing interests and start reframing the problem itself.
GenAI adoption depends on sustained alignment across levels of project work, rather than on isolated technological enhancement. A framework sets out three levels that must move together.
AI can appear so lifelike, so helpful, and so available. Just make sure you are keeping emotional intelligence at the forefront and not letting the self-centeredness of AI weaken your EI skills.
This article shares practical lessons from real projects, highlighting successful strategies, critical mistakes, and actionable frameworks that project managers can apply when adopting AI in regulated environments.
Compliance is too often treated as something to deal with later, as a final hurdle rather than a foundation. And that assumption is one of the most reliably costly mistakes a project manager can make.
The Agile Enterprise: Measuring Agile Value through Lean Six Sigma and the Code of Ethics” introduces a practical framework for ethical, data-driven value assessment in Agile organizations. It integrates three perspectives—Agile, Lean Six Sigma, and the PMI Code of Ethics—around a unified goal: measuring what truly matters in delivery.
**This is a PMI Led Webinar** 85% of executives are confident their organization can achieve its sustainability goals. Only 43% of PMO leaders agree. Join PMI to unpack the six friction points that explain the 42-point confidence gap.
In this session, PMI-CPMAI certified practitioners share how they use the methodology in real-world settings to scope AI efforts, align stakeholders, manage risk, and move projects from idea to execution.
The Agile Enterprise: From Good Intentions to Good Governance – Ethics in Volunteer Leadership” explores how agile ways of working can strengthen ethical behavior and governance in organizations that rely on volunteers. Agile Enterprises value adaptability, transparency, and collaboration, but these strengths only translate into real benefits when guided by ethical principles and clear accountability.
In this interview, Sagar Kochhar discusses enterprise agility as an organization's ability to sense change early, make decisions quickly and execute at scale without losing alignment. Drawing on Rebel Foods' evolution from a single-brand restaurant business into a global internet restaurant platform, Kochhar explains that agility is not about speed alone but about combining adaptability with a clear strategic direction. Organizations must be willing to challenge their own assumptions, disrupt successful business models and continuously evolve in response to changing customer behaviors, technologies and market dynamics.
This content is from PMI. It is not PDU Bearing Path to PMP: 2026 PMP Exam Change provides aspiring PMP® certification holders with a practical, forward‑looking overview of the updated PMP exam launching on July 9, 2026. This session breaks down why the exam is changing, what’s new in the updated content outline, and how candidates should adapt their study plans to stay on track. Attendees will walk away with clarity on what to expect next and how to prepare with confidence for the next generation of the PMP exam.
In this conversation, agile pioneer and Agile Manifesto co-author Jim Highsmith reflects on the evolution of agility from software development to the enterprise level. He argues that enterprise agility is not simply about responding to change but also about shaping it, requiring organizations to develop strong sensing capabilities, embrace continuous learning and build leadership judgment. To achieve it, organizations must move from a mindset of control toward one of learning and adaptation. He also explores the role of AI as both a driver of disruption and an enabler of faster learning, while stressing that human judgment remains essential in navigating uncertainty and leading transformation.
In today’s complex project environments, professionals must deliver results while managing competing priorities, stakeholder pressure, and limited authority. Yet many struggle to push back effectively without damaging relationships or credibility.
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