Sometimes, doing a necessary task personally is the right call. Other times, the most useful contribution is helping someone else finish work they will eventually be able to handle without help...even if it takes them longer.
For more than a decade, the PMI Talent Triangle® has given project professionals a shared way to describe their development. PMI is proposing an update for 2026, and the proposal is open for comment until November 21.
PMOs are in a position to shape how a company thinks about projects—and how projects fit into strategy delivery. These five tips can help an organization build deliberate business acumen as an organizational capability.
The pursuit of greater effectiveness is a key differentiator; anything that makes us more effective at the individual level, the enterprise level or anywhere in between is a good thing. But the efficiency angle? Not so much...
Becoming a growth advocate—someone who actively pushes the organization toward better practices, not just better projects—isn't a title anyone hands you. It's a decision you make, repeatedly, usually with no formal authority behind it.
Imagine a supplier tells you that a critical component will arrive late. Your team proposes bringing other work forward to protect the delivery date. It sounds sensible. Then the installation team poi ...
Hi everyone,I lead Learning at PMI, and my team has been working on a proposed update to the PMI Talent Triangle®, the framework that sorts the PDUs you earn on webinars here.Recertification requireme ...
It has become common to say that a PMO needs to “deliver value.” The problem is that the phrase, on its own, explains very little.A PMO may have a defined methodology, formalized processes, up-to-date ...
Labor shortages, burnout, and increasing complexity are reshaping project delivery. While we focus heavily on cost and schedule risk, people risk may be underestimated. What are you seeing in your env ...
Most public conversations about artificial intelligence focus on capability. How much can a model understand? How much work can it automate? How quickly will performance improve? Those questions matte ...
I read an article by Sean Goedecke, a software engineer who writes quite a lot about technology, engineering, and software design.The title was already a small provocation: Software is slow because of ...
Before filing an ethics complaint through pmi.org/ethics, review these requirements. They can help you determine whether your complaint is eligible for consideration and what you will need to support ...
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 ...
For more than a decade, the PMI Talent Triangle® has given project professionals a shared way to describe their development. PMI is proposing an update for 2026, and the proposal is open for comment until November 21.
ProjectManagement.com is updating the contributor experience to provide clearer guidance on what our community needs, how to share your expertise, and what to expect throughout the content process.
The more content that is provided, the harder it is to get the intended message across without risking a loss of engagement by the audience. Rather than using AI to generate content, PMs should use it to refine content.
As we celebrate another International Project Management (IPM) Day, one practitioner reflects on how the role of project managers has evolved...and the industry changes we need to continually adapt to.
PMOs are in a position to shape how a company thinks about projects—and how projects fit into strategy delivery. These five tips can help an organization build deliberate business acumen as an organizational capability.
Organizational complexity creates coordination challenges across teams, vendors and governance structures. Keep these four tips in mind to help minimize friction.
Every organization that has survived a real emergency carries a dangerous memory. Why do project surges often work once and fail as a habit? How can you run a surge without bankrupting the quarter after?
Becoming a growth advocate—someone who actively pushes the organization toward better practices, not just better projects—isn't a title anyone hands you. It's a decision you make, repeatedly, usually with no formal authority behind it.
How can project managers move beyond successful delivery to create lasting impact? Join us for a closer look at the 2026 James R. Snyder Student Paper of the Year Award-winning research.
An essential and vital skill for project managers is the ability to communicate clearly and well. Messages need to be crafted and conveyed confidently and received appropriately if effective outcomes are to be realized. That means understanding how to think about not just what to say but how to say it, in a way that will land appropriately regardless of who your audience is.
Most organizations are not short on AI tools. They are short on the execution infrastructure required to get value from them.
This webinar will be in French Hear directly from a CSPP™-certified volunteer about their certification journey, lessons learned, and the value of the credential. The webinar also provides practical guidance on CSPP™ eligibility, exam preparation, certification requirements, and next steps.
***PMI and OKR Mentors Led Webinar*** Most organizations don't struggle to define OKRs, they struggle to execute them. PMI and OKRMentors explore how PMOs build the culture that turns strategy into outcomes.
AI is quickly changing how project professionals draft reports, analyze risks, summarize meetings, and communicate with stakeholders. But the real leadership challenge is not simply learning a new tool. It is knowing which parts of the project work can be safely supported by AI, and which decisions must remain firmly in human hands.
An insightful webinar exploring how artificial intelligence is transforming project management
High-risk projects rarely fail because leaders lack intelligence, experience, or data. They fail because critical information becomes distorted as it moves through organizations under pressure. Schedule urgency, optimism bias, authority gradients, and reputational concerns create what I call delivery noise: the gradual distortion of decision-relevant information before it reaches decision-makers.
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"Life is to be lived. If you have to support yourself, you had bloody well better find some way that is going to be interesting. And you don't do that by sitting around wondering about yourself." - Katharine Hepburn |
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