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 industry mourns Robert “Max” Wideman, a beloved PMI Fellow, early leader in the PMI community, and trailblazer whose impact was deeply rooted in advancing project management knowledge.
Accountability is something that project managers and PMO leaders are very familiar with. But that doesn’t mean they always embrace it.
How often do project managers consciously balance our own lives? Drawing from his experiences in both the private and public sectors, this practitioner explores practical ways to sustain mental health and achieve genuine work/life balance in a high-pressure project environment.
No matter how much the definition had evolved, change management was still seen as something directly related to the project. But now, that’s changing. The idea of organizational change management has been moving closer to project-style change management for a while.
Today’s PMs face a world of complexity, shifting priorities and constant change. Tools and methodologies are not enough. Faro—Spanish for lighthouse—is a simple yet powerful model that reminds us to lead with fortitude, adaptability, relationships and purpose.
Projects are becoming increasingly complex. Modern projects operate within interconnected environments involving multiple stakeholders, evolving requirements, global supply chains, regulatory constrai ...
Two project teams. Same technical skill, same tools, same brief. One delivers something that quietly impresses everyone. The other delivers the minimum and goes home. Same skill, right? Should be the ...
Hi PMI Community! I’m Sarah Philbrick, and I work as a Product Manager at PMI with a focus on our learning offerings. As we go on this skill-building journey together, I’m excited to engag ...
I am trying to develop some Proof Of Concept on use of Agentic AI for Project Management. Most of the AI in Project Management discussions are around use of Generative AI in Project Management, but I' ...
A few weeks ago I wrote about the pomelo — how its thick, air-pocketed rind has inspired engineers designing better crash-protection and packaging, simply by copying what evolution already perfected. ...
Agile values people and collaboration over processes and tools. How do you ensure that AI strengthens teamwork instead of taking it away? ...
Every organization has conversations it somehow never finishes.The strategy meeting that revisits priorities everyone thought had already been established.The portfolio review that reopens decisions f ...
Can Organizations Become More Intelligent While Becoming Less Wise?Modern organizations are becoming extraordinarily intelligent.They possess more data than ever before.More analytics.More dashboards. ...
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.
GenAI adoption depends on sustained alignment across levels of project work, rather than on isolated technological enhancement. A framework sets out three levels that must move together.
AI can appear so lifelike, so helpful, and so available. Just make sure you are keeping emotional intelligence at the forefront and not letting the self-centeredness of AI weaken your EI skills.
This article shares practical lessons from real projects, highlighting successful strategies, critical mistakes, and actionable frameworks that project managers can apply when adopting AI in regulated environments.
Compliance is too often treated as something to deal with later, as a final hurdle rather than a foundation. And that assumption is one of the most reliably costly mistakes a project manager can make.
Organizational stiffness slows down decisions, stops creativity, and makes it harder to adapt. Learn how agile project principles, cross-functional collaboration, and rituals for continuous improvement can help teams get their flexibility back.
This is a Partner Voice highlight with the PMI Educational Foundation’s long-standing partner, STEM Racing. This article accompanies the on-demand webinar Building Future Project Managers: Real-World PM Skills Through STEM Racing.
Why do so many organizations remain focused primarily on traditional strategies and priorities? To gain a meaningful competitive advantage, businesses must seek to embrace a more diverse set of strategies—and execute on them consistently.
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.
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.
In this interview, Sagar Kochhar discusses enterprise agility as an organization's ability to sense change early, make decisions quickly and execute at scale without losing alignment. Drawing on Rebel Foods' evolution from a single-brand restaurant business into a global internet restaurant platform, Kochhar explains that agility is not about speed alone but about combining adaptability with a clear strategic direction. Organizations must be willing to challenge their own assumptions, disrupt successful business models and continuously evolve in response to changing customer behaviors, technologies and market dynamics.
This content is from PMI. It is not PDU Bearing Path to PMP: 2026 PMP Exam Change provides aspiring PMP® certification holders with a practical, forward‑looking overview of the updated PMP exam launching on July 9, 2026. This session breaks down why the exam is changing, what’s new in the updated content outline, and how candidates should adapt their study plans to stay on track. Attendees will walk away with clarity on what to expect next and how to prepare with confidence for the next generation of the PMP exam.
In this conversation, agile pioneer and Agile Manifesto co-author Jim Highsmith reflects on the evolution of agility from software development to the enterprise level. He argues that enterprise agility is not simply about responding to change but also about shaping it, requiring organizations to develop strong sensing capabilities, embrace continuous learning and build leadership judgment. To achieve it, organizations must move from a mindset of control toward one of learning and adaptation. He also explores the role of AI as both a driver of disruption and an enabler of faster learning, while stressing that human judgment remains essential in navigating uncertainty and leading transformation.
In today’s complex project environments, professionals must deliver results while managing competing priorities, stakeholder pressure, and limited authority. Yet many struggle to push back effectively without damaging relationships or credibility.
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"Man who waits for roast duck to fly into mouth must wait very, very long time." - Chinese Proverb |
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