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.
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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 webinar explores the evolving relationship between artificial intelligence and sustainability, examining both the opportunities and risks AI presents for project managers. Attendees will learn how AI can support sustainable delivery while also understanding its environmental, ethical, and governance challenges. Drawing on emerging standards and practitioner insights, the session offers practical guidance for responsibly integrating AI into sustainability strategies without falling into common governance or greenwashing pitfalls.
This webinar explores how project leaders can design for long-term sustainability by connecting implementation, transition, and closure decisions. Using frameworks such as the Green Project Management P5 Standard, attendees will examine how governance, stakeholder readiness, reporting, and responsible exit planning influence lasting project value. The session also highlights transition stress testing and strategies for building adaptive capacity so teams and communities can sustain outcomes independently after project closeout.
Project Management Offices play a critical role in today’s U.S. healthcare organizations—but what do effective PMO structures actually look like in practice?
Undoubtedly, AI is transforming project management. Research, including Gartner’s prediction that 80% of PM tasks will be AI-driven by 2030. Some organizations are already talking about AI as a replacement for project managers.
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.
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.
Organizations may say they are now agile because they know it’s the right thing to be (and say to be). But not many actually walk the walk, or even understand what it means to build a truly agile organization.
OPM isn’t just a methodology—it’s about aligning every project with the organization’s strategy. Here are eight insights this practitioner learned along the way that can help you reflect on your own practices.
While agile introduced a faster pace and a team-centered mindset, it hasn’t fundamentally redesigned how organizations lead and deliver transformation at scale. It’s time to go beyond agile—and build project-driven organizations.
Megaprojects are often seen as exceptions. Yet history shows they are early laboratories of the future, where new practices first emerge under extreme conditions. Learn how today’s frontier megaprojects are already shaping tomorrow’s project management playbook.
The best organizations don’t just deliver well. They decide well. That includes deciding when not to finish. Here is what you need to do to build the courage to stop projects—and show real leadership.
The competitive advantage in agile and project environments is shifting from task management to designing conditions where people can perform at their best. Emotional intelligence, sustainable performance, and purpose alignment are no longer soft skills, they are strategic capabilities.
It’s not that PMOs have lost relevance; it’s that their traditional measures no longer reflect the truth of modern delivery. Agile doesn’t dislike measurement, it actually wants better measurement. And the most forward-thinking agile PMOs are redefining their purpose.
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