Why do so many organizations remain focused primarily on traditional strategies and priorities? To gain a meaningful competitive advantage, businesses must seek to embrace a more diverse set of strategies—and execute on them consistently.
Compliance is too often treated as something to deal with later, as a final hurdle rather than a foundation. And that assumption is one of the most reliably costly mistakes a project manager can make.
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.
14
Votes: 2
2
farshid adavifarshid adavi replied Jun 23, 2026
9
Votes: 1
1
Jari AnttilaJari Anttila replied Jun 22, 2026
Community Champion
24
Votes: 8
8
Francisco HerreraFrancisco Herrera replied Jun 17, 2026
13
Votes: 1
1
Leonard ByrdLeonard Byrd replied Jun 17, 2026
3
Votes: 0
0
Samaila Nitte IsahSamaila Nitte Isah replied Jun 17, 2026
1
Votes: 0
0
Kimberly WhitbyKimberly Whitby replied Jun 16, 2026
3
Votes: 0
0
Sreesudha AyyalasomayajulaSreesudha Ayyalasomayajula replied Jun 10, 2026
Community Champion
1
Votes: 0
0
Lissette Indhira Pimentel SosaLissette Indhira Pimentel Sosa replied Jun 5, 2026
4
Votes: 0
0
Luis BrancoLuis Branco replied Jun 4, 2026
4
Votes: 0
0
Heidi Covarrubias Nobles, PhDHeidi Covarrubias Nobles, PhD replied Jun 3, 2026
We start the new decade with a bang as we present the 13th edition of our annual virtual conference and exhibition! Whether you’re a seasoned PM or new to the field, PMXPO provides an excellent opportunity to learn, network, earn PDUs and broaden your perspective on project management. This year’s show is headlined by keynote speaker Cara Brookins, a bestselling author who rebuilt her broken family by building her own house watching “how-to” videos on YouTube.
Join us for PMI Business Analysis Virtual Conference 2019! This virtual event will explore the latest trends in business analysis and provide you with the insights, resources, and tools to advance your career and enhance project success.
If you perform business analysis, your work is vital to project and program success. To most effectively support your organization and advance in your career, you need to know how to apply BA to any situation and delivery method. The new PMI Guide to Business Analysis will help you achieve this! Get an exclusive preview, with in-depth insights, at the PMI Business Analysis Virtual Conference 2017.
**This is a PMI Led Webinar** 85% of executives are confident their organization can achieve its sustainability goals. Only 43% of PMO leaders agree. Join PMI to unpack the six friction points that explain the 42-point confidence gap.
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.
Many AI tools look impressive in demos, but quietly fail when projects depend on dates, versions, and changing requirements. Models may mix old and new documents, ignore effective dates, or misinterpret deadlines—creating hidden risks for project success.
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.
A good project charter gets produced as soon as the project starts (and before any planning is done in earnest). It is the earliest definition of what the project is intended to accomplish, why it is being initiated and what the organization expects as a result. This template includes a description, instructions, and guidelines for adapting.
True AI readiness goes beyond superficial appeal; it requires a deep understanding of the organization's business models, challenges and objectives. This spreadsheet assists organizations in analyzing their maturity for adopting AI solutions.
Key Performance Indicators (KPIs) are ways of measuring and monitoring project health. This template provides structure to outlining and articulating measures. It is the means of defining the KPIs that will be used, how they will be measured, and how they should be interpreted.
The project financial analysis template calculates key metrics to determine the business case for a project. The template is an Excel file that can be used by a project manager, project sponsor or a relevant professional to determine if a project should be pursued.
The purpose of the Portfolio Management Proposal is to articulate an approach for effectively evaluating the impact of each project to the company’s portfolio(s). The process will support project governance, allowing the business to make informed decisions on which projects to execute to deliver the most value to the organization. Use this sample proposal as a starting point and adapt to fit your company and needs.
Business acumen can feel abstract. We see it in job descriptions, but what does it actually look like? Here are seven easy ways to demonstrate business acumen every day.
After layoffs, strong project management isn’t about doing more with less. It’s about resetting expectations, creating alignment, and ensuring that every commitment has a foundation in reality. The result is a roadmap that tells the truth—and a team and organization equipped to deliver on it.
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.
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.
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.
Layoffs don’t change what the business wants to achieve. They change what the team can actually deliver. That gap is where most plans fail. Strong project management doesn’t try to close that gap through effort alone. It resets the conversation.
Executives want evidence that strategy is advancing. How do you reposition yourself as a value creator? It is less about changing what you do day to day, and more about changing how you frame and report what you are doing.
Not everyone has the luxury of choosing their sponsor or pausing a project. These seven creative, tested strategies are designed for real-world project leaders navigating organizational complexity, where titles don’t always equal commitment.
By integrating capacity data into portfolio governance, PMOs can address chronic challenges. Use these five actionable steps to establish capacity transparency, strengthen cross‑functional alignment, and embed TCM into portfolio‑level decision‑making.
Project managers must learn to embrace uncertainty—and adjust how they operate in order to ensure that they are able to deliver the most effective and aligned solutions in even the most trying times.
Delivering exponential impact doesn’t require more tools or resources. It requires a fundamental shift in how projects are conceived, measured and led. Here are five strategies to guide that shift.
Strategic success requires everyone to be pulling in the same direction. That's sometimes challenging. But many organizations are making it harder than it needs to be. Are your leaders aligned on what's important?
Managing a MIPS project is not just a compliance exercise. It is a complex, high-stakes project that demands strategic foresight, adaptability, and exceptional stakeholder engagement. And the lessons these practitioners learned extend beyond just the healthcare industry.
Three real project experiences show how project managers can go beyond firefighting to drive changes as part of strategic value creation—for the business, the team and the client.
|
"If nominated I will not run, if elected I will not serve" - General William T. Sherman |
PMI Team Member
