Guessing is not a strategy: How to build decision velocity with AI and real-time data
June 10, 2026 | Live Webinar
Megaproject to the Max…Panamax
| After nine years and US$5.6 billion, one of the largest and most visible megaprojects is just months away from closing. This project, our April PM Network cover story, is the expansion of the Panama Canal. Very soon larger ships will be able to go through larger canal locks, and the canal will double its capacity. A PMO with a staff of 350 helped make things happen by consolidating project talent and resources, thus enabling faster decisions. Project managers have numerous opportunities to “take the wheel” as projects ramp up to create the next generation of vehicles. These cars have advanced features right through driving themselves, and many are electric vehicles. Skilled project and program managers are needed to keep costs low on these complex projects, while managing diverse stakeholders and unforeseen risks. One thing unusual about these efforts: Many involve collaboration among competing companies. Are you in charge of restarting a stalled project? On the negative side, there’s that stigma attached to the initiative. On the good side, you get a list of lessons learned to watch for the second time around. Pay extra attention to relationships with sponsors and stakeholders to assure them past problems will be solved. Effective projects start off by defining their end. The team needs to know the path, purpose and parameters when the project is in the initiation stage. This stage is all about building the business case and establishing the foundation of the project charter by asking the right questions of the right people. PMI’s 2016 Pulse of the Profession® report advises organizations seeking a competitive edge to create a culture that recognizes the value of project and program management. The project managers they hire need to be proficient in leadership skills as well as strategic and business management skills, not just technical skills. April’s PM Network readers may notice two new features. The Edge section opens with a “wow” project, in this case a model of Titanosaur, the biggest dinosaur to ever walk the earth. 3-D printers were used in the assembly of the big guy. The magazine closes with the “Closing Thoughts” of a professional in project management, in this case Noman Zafar Chaudry, PMP, an Australia-based scheduling/planning specialist in the construction sector. Other Edge news articles talk about tide-powered renewable energy projects, China’s aspirations to build infrastructure for a new Silk Road trade route, the controversial rebuilding of the Belgrade, Serbia waterfront, and initiatives to allow wildlife to safely cross highways. We have renamed our practitioner-written “In the Trenches” column “Getting It Done: Project Management in Action.” The new name reflects what project managers do (they get it done!). This month’s writers tell us how to handle risks in construction projects by focusing on contractors and suppliers, and provide tips on starting your organization down the path to agility. Our regular columnists provide interesting and valuable commentary on a diverse range of subjects including transitioning from project to program management, making sure agile teams keep the big picture in mind and using portfolio management skills to prepare for the Portfolio Management Professional (PfMP)® exam. Did you know…if your native language is español or Português and you are a member of PMI, we have you covered! You can read the current and recent issues of PM Network in your language. |