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.
The PMI Projectified Podcast How to Lead Teams Through Change explores the impact of change fatigue on teams, how change management practitioners can assist project professionals during change, and AI’s potential as a tool to help project leaders better manage change. Plus, we’ll examine the importance of an agile mindset for project leaders. Listen today, then join the conversation in Change is the new constant—but are project teams ready?
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.
Many process delays aren’t caused by slow teams—they’re caused by hidden handoffs, system wait states, and unclear ownership. Here's a practical approach to mapping dependencies, defining request statuses, and improving visibility to reduce turnaround time.
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The world of work isn't slowing down and neither is the project profession. The people who move when it matters are the ones who lead. At PMI® Global Summit 2026, you'll discover what it means to be Built to Move. Gain future-ready skills in AI, technology, and leadership. Hear from the voices shaping what's next. And walk away equipped for the realities of today, not the playbook of yesterday.
**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.
Artificial intelligence is rapidly reshaping how organizations deliver projects, make decisions, and manage risk. This webinar explores the emerging discipline of AI governance and its practical implications for project managers, PMOs, and business leaders.
Learn why and how to apply M.O.R.E. practices leveraging the latest PMBOK® Guide framework to organize project work and deliver value beyond scope, schedule and cost.
In today’s environment, even the most well-designed strategies and projects fail without one critical element: culture. This session reframes organizational culture from a “soft” concept to a core driver of execution, performance, and results.
This template is designed to help a PM identify the organizational change management elements of their project. It can act either as a self-contained planning worksheet to feed the overall project plan, or as a collaboration tool for the project manager and organizational change manager to use collectively.
A simple decision log can help a project manager keep stakeholders and team members informed, aligned and engaged on decisions made throughout the course of the project. Here is a sample to use or modify to your specific needs. Use in conjunction with the article Distributed PM: Decision Logs.
This Change Log template will help to ensure that all changes on your project are recorded, tracked and managed. This Excel sheet contains columns for change request and change impact information.
This eBook presents a change strategy to support teams through change – when the future state is undefined. Use it in conjunction with the on-demand webinar Supporting a Change Journey to Anywhere.
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?
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.
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.
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 you're a leader during uncertain times, you may feel uncertain yourself. Let's break down the four essential roles you must play to effectively lead your team through change.
This practitioner worked with a client that purchased a methodology from a change management service provider. But it was difficult to get the PMs to adopt it, as it didn’t align well with how they were used to planning projects.
Not every organization needs organizational agility. But every organization does need to focus more on adaptability and resilience, because change is the only guarantee in life. How do your managers work now?
Change doesn’t need more management. It needs better governance. And when we get that right, we don’t have to manage resistance; we remove the need for it.
As a product manager, it’s your job to not only land the business system, but to ensure the people involved are prepared for it and understand how their job will change in the future state. Keep these seven guidelines in mind.
As we celebrate International Project Management Day, this practitioner reflects on how the discipline is unrecognizable from the one he first learned—and it continues to evolve in exciting ways.
One aspect of portfolio management is under-appreciated, and as a result, less than ideally managed. Organizational change isn’t even on the radar of many portfolio management functions. That must change.
As an elected official in a small town, this practitioner has come to appreciate that change management isn’t just an organizational concept; it’s a community experience. Over the years, his role has evolved to something more nuanced: a sponsor of change.
Historically, organizations often treated project management and change management as parallel but distinct disciplines. Over time, this created silos. The result? Gaps. Friction. Rework. This is why integration is crucial.
Project managers have almost certainly come across a project that is spiraling out of control. Here are a few ways that you can tame your own wild project.
Change management is thought of as its own very special discipline alongside of project management. It is its own specialization. There are several problems with this. We must adopt change as an embedded mindset.
For many project managers, change management is a critical part of how they manage their initiatives. But it is becoming increasingly irrelevant.
Most popular approaches to OCM rely heavily on human intuition, manual data collection, and generalized change models to guide organizations through transitions. AI is now disrupting this paradigm.
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"One of the symptoms of approaching nervous breakdown is the belief that one's work is terribly important." - Bertrand Russell |
