Portfolio managers are like entertainers who spin plates on top of wooden poles. They run around, constantly re-spinning different plates. It can easily become chaotic, but the best of them always seem as though they are in control. That’s modern portfolio management.
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.
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.
Two powerful forces are reshaping how organizations design and deliver projects: artificial intelligence and sustainability. Increasingly, leaders refer to their convergence as twin transformation—the coordinated integration of digital innovation, particularly AI, and sustainable development objectives to drive long-term value creation.
To better understand the systems behind enterprise agility, PMI interviewed executives from a range of industries about the structures and capabilities that enable organizations to adapt. Their perspectives reveal that agility is built through intentional design.
gente especialista em gerenciamento de projetos para construir EAP/WBS orientada a entregas e executável, integrando PMBOK (8ª ed.), AWP, Lean Construction e Last Planner System. Trabalha de forma ite ...
IntroductionOne of the most persistent misconceptions in the Agile world is the belief that Agile teams do not need managers. This idea, while popular, is rooted in a misunderstanding of what “self-ma ...
The Waterfall Misconception: What Dr Royce Really Said in 1970IntroductionThe “waterfall” method is one of the most referenced and misunderstood models in the history of software engineering. For deca ...
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I'm setting up some project management training in my company. I would prefer to find an AI-driven training resource so that my project managers can have their own AI guide to help them learn the thin ...
The Non-Negotiable Foundations of AI-Native OrganizationsModern organizations are increasingly designed to optimize.Optimize cost.Optimize speed.Optimize efficiency.Optimize productivity.Optimize reso ...
Hello everyone! I am a student of project management that is mixing what i see during my class with the posts that i see here. (I also use Infinity that is very helpful integrating AI with PM concepts ...
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 ...
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.
Portfolio managers are like entertainers who spin plates on top of wooden poles. They run around, constantly re-spinning different plates. It can easily become chaotic, but the best of them always seem as though they are in control. That’s modern portfolio management.
Two powerful forces are reshaping how organizations design and deliver projects: artificial intelligence and sustainability. Increasingly, leaders refer to their convergence as twin transformation—the coordinated integration of digital innovation, particularly AI, and sustainable development objectives to drive long-term value creation.
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.
To better understand the systems behind enterprise agility, PMI interviewed executives from a range of industries about the structures and capabilities that enable organizations to adapt. Their perspectives reveal that agility is built through intentional design.
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 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.
Join award-winning leaders from PMI as they discuss how project managers can drive meaningful outcomes through inclusive collaboration, stakeholder engagement, and strategic influence. Explore practical ways to build trust, encourage diverse perspectives, and expand access to the project management profession.
Learn how storytelling enables project professionals to do — and why narrative is a core project leadership skill, not a soft one.
This webinar explores the alignments and differences between product and project management. The contributions of each to delivering effective solutions is explored, and where there are overlaps and gaps. In particular, the ways that they can complement each other are explored, as well as the cautions that practitioners should keep in mind.
In this interview, Yannick Carriou, CEO of Médiamétrie, defines enterprise agility as the ability to keep adapting while staying grounded in a clear value proposition. He argues that organizations should replace long planning cycles with faster decisions made closer to the work and more frequent reassessment of priorities and value. He also says leaders must move beyond command-and-control, foster psychological safety for experimentation and mistakes, and embed learning across the organization. Ultimately, he presents enterprise agility as a practical way to navigate uncertainty by facing reality, challenging assumptions and aligning work to changing market needs.
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.
PMI Team Member