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.
I wanted to open up a discussion on something that comes up constantly in our profession but rarely gets talked about directly: intellectual integrity — plagiarism, copyright, and proper attribution i ...
How Governance Preserves Causal ReachFor decades, organizations have relied on a remarkably stable assumption.Responsible governance begins with conscious human judgment.Boards establish direction. Ex ...
Preserving Authority Within the Window to ActOrganizations have always governed under conditions of uncertainty.Markets evolve faster than strategic plans. Operational decisions frequently precede com ...
IntroductionIn the 21st-century business environment of continuous and disruptive change, project delivery, including project management, can’t escape from the buzzwords, and we can see Agile framewor ...
Hello everyone,I'm a senior PLM product data project manager with over 10 years of experience leading major migrations and integrations across Oracle, Agile PLM, SAP/S4HANA, and Windchill. My work has ...
A recent conversation about government contracting raised an important project-management question:How can an evaluator determine whether a proposed approach is not only technically impressive—but ope ...
IntroductionAgile has reached maturity in many organisations, and the success of Artificial Intelligence (AI) makes its use unavoidable for organisations to evaluate and enhance the performance of Agi ...
Dear PMI community,I am Anand Jayaraman, PMP-certified since 2005, a technology and delivery leader, Microsoft Certified Trainer (MCT), SAFe Program Consultant (SPC), and an alumnus of IIM Calcutta.Ha ...
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.
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.
How do you advance your career if the roles you aspire to are undefined? Your tactics must show you have the newly prioritized skills—and get this information to those who can influence your career.
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.
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.
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.
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.
Welcome to PMI Community Numbers, a quarterly feature we will share on ProjectManagement.com to keep you informed about all the exciting activity and growth in our large community!
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.
Join us for an insightful presentation on "The Evolution of PMO: Rise of a Chief Project Officer," a groundbreaking book that has evolved into a global movement within the project management community.
***This is a PMI-Led Webinar*** Your AI tools are only as powerful as you make them. In this hands-on session, we'll use PMI Infinity™ to walk through a reusable framework for using AI tools in real project management work, showing how prompting thoughtfully, using agents, and consolidating project context can help you enhance output quality while reducing task completion time.
Ethics Under Pressure: Why Good People Make Dangerous Decisions challenges one of the most comfortable assumptions in professional life: that major ethical failures are mainly caused by bad people.
This panel discussion explores how to build and sustain a strong, safe and diverse culture across fully distributed teams. The panelists have complementary perspectives and share practical frameworks that project managers can apply when leading or collaborating within virtual, cross-cultural teams.
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.
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"If opportunity doesn't knock, build a door." - Milton Berle |
Community Champion
Community Champion
