Invisible work is project activity that happens outside the formal systems designed to manage it. The challenge for today's project managers isn't simply tracking more work. It's gaining visibility into where work is actually happening.
Too few organizations can consider small and iterative planning for products and the portfolio. That’s because they plan to address both product roadmaps and the project portfolio quarterly or yearly. That’s not good enough when the world changes daily.
Many experienced PMs are now operating in an environment that bears very little resemblance to the one that they were trained in. And that can be disconcerting.
Low productivity is often treated as a performance issue, but it is really a health issue. This article explores how to diagnose energy drains, eliminate metabolic blockers, and restore peak organizational performance through targeted interventions.
Ignoring career development with your organization's talent is like ignoring a persistent and long-lasting body pain after a workout. It may not seem like a problem until it becomes one.
Agility helps projects respond to change, learn faster, and continuously adapt to emerging needs. At the same time, sustainability asks us to look beyond immediate value and consider the longer-term c ...
In the previous discussion, we explored whether a project can fail despite good decisions. The comments raised an even more fundamental question:Where does decision quality actually belong when we eva ...
Designing Boundaries Before Decisions HappenOrganizations often make governance most visible when an important decision reaches the boardroom.A strategy is presented. An investment is approved. A proj ...
Imagine walking into a primary school classroom and announcing, “Today, we’re going to learn about quantum physics.” The bewildered looks and nervous giggles from Year 3 students reveal an obvious dis ...
Episode SummaryThe PMP Exam Content Outline, often called the ECO, drives everything about the PMP exam, yet many students still focus almost entirely on the PMBOK Guide. In this episode, Cornelius Fi ...
What signals help you tell different kinds of AI work apart—and what tends to go wrong when everything gets lumped together?Have you ever been in a conversation where “AI” meant different things to di ...
IntroductionAgile changed the way products and services are developed, aligning processes with the fast and complex changes in the business environment. Nowadays, in the high-velocity world of tech in ...
IntroductionWith the rise of large-scale Agile transformations, organizations often create roles and frameworks intended to accelerate their journeys toward agility. One such role is the Tribe Agile C ...
Green is safe. Green is defensible. So we ask the safe question, forever, and we call it governance. That's a problem. Here are six questions to retire from your steering committee—and what to ask instead.
In mission-critical IT environments, supply chain volatility can quietly undermine traditional installation strategies. Learn how hybrid installation—paired with disciplined milestone reframing—can protect accreditation timelines, preserve operational continuity, and prevent perceived project failure before it occurs.
Change management is once more having to adopt new approaches. For more progressive organizations, that means elevating it from the project level to the portfolio level.
A project can hit every milestone and still fail to change how an organization operates. The delivery and the adoption are two separate outcomes—and most program governance structures are only designed to track one of them.
In a world of constant change, agile practices must evolve to meet new challenges. The Agile Practice Guide – Second Edition helps practitioners navigate complexity, adapt to shifting priorities, and deliver value across projects, products, portfolios and enterprise initiatives.
The industry mourns Robert G. Staples. a PMI Fellow whose contributions helped shape both the profession of project management and the growth of PMI as a global community.
PMI research for Pulse of the Profession® found three common challenges projects face when complexity is poorly managed. PMI Thought Leadership Advisory Council members share how they have successfully navigated project complexity.
Artificial intelligence and machine learning projects have a lot of schedule uncertainty due to the time needed to train a model to perform subjective work. It's important to recognize the differences from managing a traditional software project.
This webinar explores how organizations implement scaled agile methodologies while upholding ethical standards. It addresses the challenges of maintaining transparency, fairness, and trust during large-scale agile transformations.
Projects today are increasingly supported by AI and advanced digital tools, yet many still experience delays and poor delivery outcomes. This is largely due to gaps in execution rather than a lack of technology.
Managing AI projects without understanding AI can create uncertainty, misalignment, and risk.AI literacy enables project managers to plan realistically, manage risks effectively, collaborate with AI teams, and deliver meaningful business outcomes. “AI Literacy for Project Managers” is designed for PMs leading—or preparing to lead—AI-driven initiatives.
In this interview, Johan Roos frames enterprise agility as a matter of change readiness, rooted in people’s capabilities. He emphasizes leaders’ role in modeling desired behaviors while noting that everyone must build the curiosity, creativity, critical thinking, communication and collaboration needed for continuous change. Roos also discusses AI as a tool to amplify human judgment and concludes that agility requires stronger collaboration across interconnected ecosystems.
Many organizations are experimenting with AI, but only a small number successfully move beyond pilots into measurable enterprise impact. AI initiatives often stall because project teams focus on the technology while underestimating governance, data readiness, stakeholder alignment, risk management, change adoption, and value realization.
**PMI Led Webinar** As the first and only global standard for AI in portfolio, program, and project work, "The Standard for Artificial Intelligence in Portfolio, Program, and Project Management" (PMI 2026) gives project professionals a practical foundation for applying AI responsibly. This webinar will help attendees understand the Standard’s guiding principles, performance domains, and applied use cases — and how to use them to bring more structure, accountability, and confidence to AI adoption. The Standard for Artificial Intelligence in Portfolio, Program, and Project Management - https://www.pmi.org/standards/artificial-intelligence
To its proponents, there is very little that artificial intelligence can’t do. In those areas where there are limitations and constraints, the expectation is that they will be overcome exponentially quickly. We are told that automation fueled by artificial intelligence will fundamentally remake and reshape the work place.
Designed for leaders responsible for outcomes, not experiments, this session reframes AI implementation as an execution and change problem—not a technical one—and offers a practical way to move from ambition to impact without unnecessary complexity.
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"If you have an apple and I have an apple and we exchange apples then you and I will still each have one apple. But if you have an idea and I have an idea and we exchange these ideas, then each of us will have two ideas." - George Bernard Shaw |
