Green is safe. Green is defensible. So we ask the safe question, forever, and we call it governance. That's a problem. Here are six questions to retire from your steering committee—and what to ask instead.
AI is powerful, but it only works as well as the experience of the person using it. This practitioner has learned through experience that even with advanced tools, judgment remain critical to achieving the right results.
Change management is once more having to adopt new approaches. For more progressive organizations, that means elevating it from the project level to the portfolio level.
In mission-critical IT environments, supply chain volatility can quietly undermine traditional installation strategies. Learn how hybrid installation—paired with disciplined milestone reframing—can protect accreditation timelines, preserve operational continuity, and prevent perceived project failure before it occurs.
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.
Colleagues, With the World Cup coming to an end, I couldn’t stop thinking about how much a tournament like this resembles a high-visibility, high-stakes project lifecycle.For four years, teams plan, b ...
IntroductionAgile methodologies, inspired by the Manifesto for Agile Software Development, have revolutionized project management, strengthening adaptive planning and iterative delivery. One of the mo ...
When a company undergoes a merger or acquisition, how should project managers handle stakeholder changes for ongoing projects? Should the PM conduct a new stakeholder analysis to identify changes in r ...
Agile values people and collaboration over processes and tools. How do you ensure that AI strengthens teamwork instead of taking it away? ...
I recently completed PMI's M.O.R.E. Masterclass.Its central proposition deserves serious consideration.Project professionals should not define success narrowly through execution. They should Manage Pe ...
Welcome to ProjectManagement.com! Our community is where you can meet other project management professionals with whom you can share ideas, network, and swap experiences. To keep our community p ...
IntroductionThe phrase “Agile is a process” is a widespread misconception that has undermined countless organisational transformations. Starting with “We are implementing an Agile Methodology”, regard ...
Why Freedom Requires BoundariesFor decades, organizations have pursued a remarkably consistent objective.Greater flexibility.Greater autonomy.Greater empowerment.The underlying assumption has been equ ...
When uncertainty rises, even the most capable leaders abandon the simple, foundational behaviors that normally make them effective. This practitioner learned three valuable lessons during his military service.
As organizations have to evolve faster and more often to adapt to technology and modern business, is everything becoming a project? Let's hope not...
Modern projects don't suffer from a lack of communication. They suffer from a lack of visibility. The challenge for project managers isn't tracking more work. It's seeing the work that matters before it becomes a surprise.
Managing a project and trekking the Himalayas share more than just steep learning curves. From risk mitigation at 15,000 feet to the “agile” necessity of a weather window, learn how PM principles ensure you do not just reach the summit, but make it back home.
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.
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.
Many organizations are experimenting with AI, but only a small number successfully move beyond pilots into measurable enterprise impact. AI initiatives often stall because project teams focus on the technology while underestimating governance, data readiness, stakeholder alignment, risk management, change adoption, and value realization.
**PMI Led Webinar** As the first and only global standard for AI in portfolio, program, and project work, "The Standard for Artificial Intelligence in Portfolio, Program, and Project Management" (PMI 2026) gives project professionals a practical foundation for applying AI responsibly. This webinar will help attendees understand the Standard’s guiding principles, performance domains, and applied use cases — and how to use them to bring more structure, accountability, and confidence to AI adoption. The Standard for Artificial Intelligence in Portfolio, Program, and Project Management - https://www.pmi.org/standards/artificial-intelligence
To its proponents, there is very little that artificial intelligence can’t do. In those areas where there are limitations and constraints, the expectation is that they will be overcome exponentially quickly. We are told that automation fueled by artificial intelligence will fundamentally remake and reshape the work place.
Designed for leaders responsible for outcomes, not experiments, this session reframes AI implementation as an execution and change problem—not a technical one—and offers a practical way to move from ambition to impact without unnecessary complexity.
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