It's not a trait we often hear as essential for project managers. But courage is an essential characteristic for virtually every leader if they are going to reach their full potential.
Every project starts with a charter that looks simple from the outside and is anything but. This practitioner's personal project was deciding to run the 2026 New York City Marathon for a cause close to her heart.
A project that looks suspiciously smooth for an extended stretch deserves scrutiny, not comfort. Here are some warning signs to look out for—and how to get the project back on track.
It seems as though AI developers are trying to make users so reliant on AI that they look past their reservations. That’s where the true risk is, and where project managers need to push back.
Project teams are trying to figure out which one of the 65 items on their respective to-do lists is actually supposed to be worked on first. Prioritization tools aren’t the problem—it’s finding common ground on what matters.
Dear Project Management Professional,I am a Civil and Structural Engineer and Construction Project Manager with over 12 years of experience in construction management, high-rise buildings, infrastruct ...
Artificial intelligence has become the cognitive substrate of modern medical devices. What once behaved as inert instruments that captured signals or executed mechanical actions now learns, interprets ...
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 ...
As project managers, we often receive feedback, concerns and opinions from multiple stakeholders and senior leaders. While this input can be valuable, not every concern necessarily requires a change t ...
Agile values people and collaboration over processes and tools. How do you ensure that AI strengthens teamwork instead of taking it away? ...
Gather, Consult, Think, Communicate, and Verify. Five stages in a continuous cycle connecting information, people, decisions, implementation, and learning.A decision begins before it is announced and ...
At a recent presentation, a participant suggested that having AI write an entire project document, such as the project scope, raises an ethical issue. It is a fair concern. But is using AI to create t ...
Most project managers build their leadership inside a single structure: one organization, one reporting line, and one set of incentives that makes people at least appear to follow the plan. That struc ...
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.
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.
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.
If you want to embrace new ways of working, create new options for delivering projects, or enhance the project delivery environment, then you have to actually explore some of those different approaches. Here's how a gamble for one company paid off.
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.
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.
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.
Explore PMI-sponsored research and practical approaches for leveraging team diversity to strengthen collaboration, adaptability, and project performance.
***This is a webinar being led by PMI's Ethic Insight Volunteer Group.*** Discover PMI's ethics resources and repositories. Identify where to find guidance, tools, and reference materials to support ethical decision-making. PMI Code of Ethics and Professional Conduct - https://www.pmi.org/about/ethics/guidelines
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.
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"We cling to our own point of view, as though everything depended on it. Yet our opinions have no permanence; like autumn and winter, they gradually pass away." - ChuangTzu |
