To better understand the systems behind enterprise agility, PMI interviewed executives from a range of industries about the structures and capabilities that enable organizations to adapt. Their perspectives reveal that agility is built through intentional design.
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.
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.
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The Agile community doesn't need another conference. It needs a reckoning. PMI® Agile 2026 is where practitioners and leaders stop admiring the problem—and start shaping what agility actually looks like at the enterprise level, in an Al-shaped world, and for the next generation of the community
This webinar explores how organizations implement scaled agile methodologies while upholding ethical standards. It addresses the challenges of maintaining transparency, fairness, and trust during large-scale agile transformations.
***This is a PMI-Led webinar*** This session deepens PMI research on enterprise agility, exploring real world examples of implementation in action from both the executive and practitioner perspectives. Our experts will highlight how all stakeholders have to be active, empowered players in enterprise agility for it to succeed, emphasizing the need for psychological safety and strong communication pathways.
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.
The Agile community doesn't need another conference. It needs a reckoning. PMI® Agile 2026 is where practitioners and leaders stop admiring the problem—and start shaping what agility actually looks like at the enterprise level, in an Al-shaped world, and for the next generation of the community
Podcasts and blog posts to help you manage the challenge of transitioning from traditional project management to Agile. Dave Prior celebrates success, embraces the learning that comes from failure, and digs deep on topics you need to be up to speed on.
In this PMI report, explore how GenAI strengthens agile teams by supporting trust, surfacing risks, and enabling breakthroughs—while keeping human judgment and collaboration at the center of project success.
You may be the most brilliant project manager out there, but it doesn't count for much if it comes at the expense of everything else. You are more likely to establish a sustainable, long-term PM career when you can balance your life with your work. This workbook allows you to leverage agile principles to do that. Use in conjunction with the Agile Your Life webinar.
This simple tracker for software projects logs project status, review summaries, and important events. The sheet maintains resource utilization cost and completion percentages, ensuring that projects are within budget. The simplicity of the presentation helps the template be easily presented to higher management.
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.
As part of the development of the Manifesto for Enterprise Agility, PMI spoke with a range of executive leaders to gather insights on what enterprise agility looks like in practice. Here, Terence Mauri shares how to rethink operating models.
“Done” is one of the most powerful words in agile. It brings closure. It marks progress. It gives us the satisfaction of checking a box and moving on. But what happens when “done” becomes hollow, and the value is nowhere in sight?
Real transformation does not come from adopting new frameworks in name alone, but from improving the way decisions are made—and from having the judgement to stop the car only when it truly matters.
In developing the Manifesto for Enterprise Agility, PMI interviewed executives across industries about the barriers organizations face in becoming more agile enterprises. They share what organizations must tackle if they hope to become truly adaptive enterprises.
Question: I am happy that my employer is with a company that is expanding overseas at a time when many organizations are doing layoffs or folding altogether. But traditional/waterfall practices have been how we arrange our projects, and I am concerned with the fact that we will be bringing IT features to our production products. I think usually they are more agile teams who work with IT, right? With the language, culture, pressures of a new branch, and time zones to consider…how can I possibly set up a way to manage our international projects?
We live in a world of accelerating change that forces a range of new pressures on the PMO. These are pressures that the traditional PMO is ill-equipped to deal with. How do we embrace a more agile approach without losing value?
By every measurable input, execution has accelerated. And yet, ask almost any leader how delivery feels, and the answer is the same: We’re still too slow. But the problem isn’t the speed of the team, it’s the speed of decision-making.
A lot of organizations are committing to improving business agility. But they don’t realize it isn’t just a set of processes or a different way of approaching work. It has a cost associated with it. And some aren’t willing to pay the price.
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"Human beings, who are almost unique in having the ability to learn from the experience of others, are also remarkable for their apparent disinclination to do so." - Douglas Adams |
