What makes a successful project manager? Certification, understanding technology, using AI? All are important, but there are three things in particular they can do to reinforce their facilitative and human leadership skills.
Finding information is no longer the obstacle it once was for many project managers. The more difficult challenge is determining which information matters, what it means, and what should be done with it.
Do you empower others on your team to take point on creating clarity without overstepping and taking over? You might be like Sue the Scaler, the last of the five ambiguity personas in our series.
Governance has a bad reputation. Is it any wonder that it is seen as a hindrance to project success? But governance isn’t really the issue…you're confusing it with bureaucracy.
You probably use AI for task-level improvements. But your greater opportunity is to use it to manage the entire flow of project information: from meeting to analysis to stakeholder communication to leadership action. Here's how.
...
Nowadays, many organizations claim to work in "Hybrid" environments, trying to combine the financial security of predictive methods with the flexibility of Agile.However, in practice, we often see pro ...
The quote “Find something you love to do, and you’ll never have to work a day in your life” is generally attributed to Harvey Mackay, but there are many similar quotes that may pre-date it. In any cas ...
Most project teams hold retrospectives. Far fewer can name a process change that originated in one and was still in place three months later.The gap is rarely a matter of attendance or goodwill. Teams ...
I'm currently pursuing a Six Sigma Green Belt certification, and I'm learning how closely it ties into project management. I'm curious: If you have a Six Sigma certification, have you incorporated it ...
Critical path analysis remains fundamental to scheduling, but it does not capture every resource constraint, uncertainty, or operational dependency.Should project managers rely primarily on critical p ...
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 ...
Why transformation outcomes depend on what we examine, at what level, for whom, by which criteria and over what periodOrganizations often ask whether a transformation succeeded.Did performance improve ...
When driving clarity decisions, are you clear on who gets a vote, and who doesn’t need to be in the room? If you have a reputation for cutting through the ambiguity noise, you might be like Diane the Driver.
In recent years, we have become exceptionally good at replacing planned communication with technology. What we may not have noticed at the time was the gradual disappearance of the conversations we never planned to have.
Knowing how project management works and knowing how to be a project manager aren't quite the same thing. The PMI Greece Chapter has been finding ways to help students bridge that gap.
Your past experiences help you manage your next project. But should it be that way? Or should we spend a little more time looking forward, adapting to a changing world and seeking out new and different ways of working?
There's always something new right around the corner. But what if the next great way of working is just a rebranding of an existing framework? What if the latest and greatest is simply the ability to continuously adapt to needs?
Project managers generate an enormous amount of information. The challenge is not generating it; it is finding, connecting and using it when needed. Utilizing chatbots as a working project knowledge base can be invaluable.
Better discovery leads to better project outcomes. This article highlights how Farm Credit Mid-America's PMO) guided its two summer interns in 2026 to deliver high-impact results using surveys in discovery to create actionable solutions.
Career planning alone is not enough. In today’s rapidly evolving workplace, professionals must also identify the risks that threaten their growth, fulfillment, adaptability and long-term sustainability.
***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.
Explore PMI-sponsored research and practical approaches for leveraging team diversity to strengthen collaboration, adaptability, and project performance.
This webinar confronts a challenge that occurs frequently, but is honestly addressed all too rarely. Projects are often saddled with unreasonable and impossible expectations at the outset, with little practical consideration of what is required in order to be able to succeed. In the face of these challenges, project managers struggle to make sense of what is real, what is possible and what is practical.
This webinar explores how Lean Six Sigma practices can be effectively integrated into agile environments to maximize customer value. Focusing on the Voice of the Customer, the session highlights methods for capturing and integrating customer feedback throughout agile project cycles.
While generative AI tools promise unprecedented developer velocity, enterprise delivery leaders face a growing paradox: localized coding speedups rarely translate into predictable product delivery or bottom-line business value. Without structural governance, unchecked code generation pushes bottlenecks downstream into integration testing, security compliance, and uncontrolled multi-cloud infrastructure costs.
|
"Failure is unimportant. It takes courage to make a fool of yourself." - Charlie Chaplin |
