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.
15
Votes: 5
5
Mayte Mata SiveraMayte Mata Sivera replied 5 hours ago
0
Votes: 0
0
3
Votes: 0
0
Sreesudha AyyalasomayajulaSreesudha Ayyalasomayajula replied Jun 2, 2026
2
Votes: 1
1
Lissette Indhira Pimentel SosaLissette Indhira Pimentel Sosa replied Jun 1, 2026
1
Votes: 1
1
Imran AfzalImran Afzal replied May 27, 2026
8
Votes: 0
0
Francisco HerreraFrancisco Herrera replied May 26, 2026
PMI Team Member
18
Votes: 7
7
CHIN-HSUAN LEECHIN-HSUAN LEE replied May 26, 2026
PMI Team Member
40
Votes: 26
26
CHIN-HSUAN LEECHIN-HSUAN LEE replied May 26, 2026
11
Votes: 0
0
SANTOSH BADGUJARSANTOSH BADGUJAR replied May 24, 2026
6
Votes: 0
0
SANTOSH BADGUJARSANTOSH BADGUJAR replied May 24, 2026
Now on-demand! PMXPO 2026 brings tens of thousands of Project Professionals together for a day of learning that strengthens the profession worldwide. Through expert perspectives on today’s most critical issues, trends, technology and ideas, the event will help to prepare you to meet the demands of a projectified world, now and into the future.
The Agile Enterprise: From Good Intentions to Good Governance – Ethics in Volunteer Leadership” explores how agile ways of working can strengthen ethical behavior and governance in organizations that rely on volunteers. Agile Enterprises value adaptability, transparency, and collaboration, but these strengths only translate into real benefits when guided by ethical principles and clear accountability.
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.
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.
As part of the 'Lenka Live' series, agile thought leaders share their perspectives on enterprise and industry agility, exploring how organizations can adapt and thrive.
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.
Now on-demand! PMXPO 2026 brings tens of thousands of Project Professionals together for a day of learning that strengthens the profession worldwide. Through expert perspectives on today’s most critical issues, trends, technology and ideas, the event will help to prepare you to meet the demands of a projectified world, now and into the future.
Enterprise agility is essential for resilience, speed and sustained success. Learn the strategies that high-agility organizations implement to consistently outperform their peers.
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.
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.
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, Heidi Musser addresses leading reinvention—and psychological safety in the era of AI.
Building on the business acumen foundations of financial literacy, strategic thinking, and data-driven decision-making, this article turns to four dimensions of business acumen that are often underappreciated yet equally transformative.
Question: Since PMI and the Agile Alliance are now working together, which approach should I use to manage my projects? I am in a manufacturing environment, but things never go smoothly in either approach. It seems like one team is always held back by the other, and the shift of actual product back and forth between teams adds a lot of excessive delays to getting the product ready for delivery or prepared for sale and use by the customer. What am I missing?
If you want your career to grow beyond the team level, you must learn to see the system as it actually operates. Knowledge of Scrum is only the beginning. Navigating power, incentives, and influence is what unlocks the next level.
|
"Men occasionally stumble over the truth, but most of them pick themselves up and hurry off as if nothing ever happened." - Winston Churchill |
