Active listening and empathy won’t show up on your PMP certification. They won’t appear in a project charter or stakeholder matrix. But they are the difference between a project that delivers outputs and a project that creates lasting change.
Leaders who build trust intentionally, empower others consistently—and attract those who lead with humility and purpose—allowed this practitioner to move into being a project manager instead of a project messenger.
Business acumen may just be the single most important discipline that a project manager needs to master today. And it can have a significant impact on a career. Here's why...
We have a relatively new, extremely serious threat to sustainability at both the corporate level and the personal level. It’s from a source that you may not immediately consider: artificial intelligence.
Employers often favor candidates who already have real-world execution experience. That leaves many capable professionals stuck trying to break into a field that increasingly expects them to already know how to operate inside it.
In the pursuit of productivity and predictability, organizations often turn to metrics to track progress and drive improvement. In Agile software delivery, measures like story points and velocity have ...
IntroductionIn an era dominated by dashboards, KPIs, and data-driven decision-making, organizations are awash in metrics. Yet, just as technical debt accrues when legacy code lingers, “measurement deb ...
In an era dominated by dashboards, KPIs, and data-driven decision-making, organizations are awash in metrics. Yet, just as technical debt accrues when legacy code lingers, “measurement debt” builds up ...
IntroductionAs Agile methodologies have matured, organizations of all sizes have sought ways to extend their benefits beyond individual teams. Enter the scaling frameworks designed to bring structure ...
As Agile methodologies have matured, organizations of all sizes have sought ways to extend their benefits beyond individual teams. Enter the scaling frameworks designed to bring structure and coordina ...
It’s easy to slip into thinking that generative AI behaves like a person. We say things like “it lied,” or “it doesn’t understand.” That’s anthropomorphism: assigning human traits to something that is ...
In the fast-paced world of Agile software development, metrics like story points and velocity are commonly used to estimate, plan, and track progress. However, when organizations and leaders start tre ...
Modern organizations increasingly depend on frameworks.Governance frameworks.Delivery frameworks.Risk frameworks.Agile frameworks.Decision models.Maturity models.AI governance structures.Metrics syste ...
As part of the development of the Manifesto for Enterprise Agility, PMI spoke with executive leaders about how organizations can build this capability in practice. Zoë Merchant, Founder and CEO of Bright, shares her perspectives on creating learning cultures, leading reinvention, and more.
PMI interviewed executives across industries about the people-related factors that enable—or hinder—enterprise agility. The quotes that follow offer a candid view of the leadership behaviors, mindsets, and organizational conditions that help people thrive in a complex, fast-changing world.
85% of sustainability executives are confident their organization can deliver on its sustainability goals. Only 43% of PMO leaders agree. PMI research surfaces the friction points where sustainability strategy weakens between commitment and execution.
Resilience appears in annual reports, board presentations, and CEO commitments. Delivering it requires something more specific: organizations built to execute their sustainability goals when cost pressure hits, timelines tighten, and trade-offs have to be made under real conditions. New PMI research—Executing Sustainability Strategy: When Ambition Meets Reality—documents the gap
In recognition of World Environment Day, we’ve curated a collection of articles and webinars that highlight how project professionals, industries and PMOs are integrating sustainability into their work. These resources showcase practical approaches, emerging trends, and real-world perspectives.
Members of the PMI Thought Leadership Advisory Council share how they've put M.O.R.E. into practice—not in theory, but in the specific, sometimes messy reality of their work. The responses reflected the depth and range of experience the council represents.
Conscious unbossing as a professional’s career choice and conscious unbossing as a leadership philosophy not only have no intersection, but can be detrimental in implementation. When does it become reckless leadership?
How much do you challenge the directive? If project managers are always going to go along with what they are asked or told to do, then there really isn’t a lot of point in them being there.
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.
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.
Attendees will learn the key dimensions of complexity and which practices drive strong outcomes. We will highlight examples that all project professionals can apply to their own roles.
This webinar explores how project leaders can design for long-term sustainability by connecting implementation, transition, and closure decisions. Using frameworks such as the Green Project Management P5 Standard, attendees will examine how governance, stakeholder readiness, reporting, and responsible exit planning influence lasting project value. The session also highlights transition stress testing and strategies for building adaptive capacity so teams and communities can sustain outcomes independently after project closeout.
This webinar explores how sustainability is transforming the role of the PMO from an operational control center into a driver of long-term business resilience and value creation. Attendees will learn how sustainable PMOs integrate ESG priorities, governance, risk management, and strategic decision-making into project delivery. Drawing on PMI and GPM frameworks, the session also examines global trends including climate risk, AI transformation, and evolving sustainability reporting requirements shaping modern organizations.
In today’s environment, even the most well-designed strategies and projects fail without one critical element: culture. This session reframes organizational culture from a “soft” concept to a core driver of execution, performance, and results.
South Asia and APAC project professionals discuss why human judgment is key to turning GenAI potential into real project progress.
In this executive interview, Jeff Leach, co-founder and COO of Adaptivity and former leader at organizations including Accenture and SolutionsIQ, discusses enterprise agility as a holistic organizational capability centered on adaptability, continuous learning and operational responsiveness. He explains that enterprise agility is not simply about agile software practices, but about creating organizations that can pivot quickly, align around shared goals, reduce unnecessary bureaucracy and empower people to solve problems collaboratively. Leach also explores common barriers to agility, including executive misalignment and excessive governance, while highlighting the growing relationship between AI and enterprise agility as organizations seek to speed up the translation of insights into meaningful business outcomes.
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"Among those whom I like or admire, I can find no common denominator; but among those whom I love, I can: All of them can make me laugh." - W.H. Auden |
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