You Really Should Like Governance
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Governance is never a popular concept for project managers. But done well, it can be a performance multiplier. We really should learn to embrace it.
Risk
The Vertical Office: Project Management Lessons From the Himalayas
byManaging a project and trekking the Himalayas share more than just steep learning curves. From risk mitigation at 15,000 feet to the “agile” necessity of a weather window, learn how PM principles ensure you do not just reach the summit, but make it back home.
Leadership
3 Leadership Habits Even Seasoned Leaders Forget Under Pressure
byWhen uncertainty rises, even the most capable leaders abandon the simple, foundational behaviors that normally make them effective. This practitioner learned three valuable lessons during his military service.
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The Answer Isn't More Documentation; It's Better Visibility
byChange Management
PSA: Not Everything Is a Project
byPDU Webinars
The Agile Enterprise. Scaled Agile Frameworks. An Ethical Perspective
PDU Webinars
Transforming PMOs for Tomorrow: The Rise of the Chief Project Officer Role
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Artificial Intelligence
Experience Decides: The PM’s Role in the Age of Artificial Intelligence
byAI is powerful, but it only works as well as the experience of the person using it. This practitioner has learned through experience that even with advanced tools, judgment remain critical to achieving the right results.
Change Management
When 'Everything Was Green'...But the Program Was Already Failing
byA project can hit every milestone and still fail to change how an organization operates. The delivery and the adoption are two separate outcomes—and most program governance structures are only designed to track one of them.
Most Recent
How do you navigate resource conflicts with Delivery Managers?
from Project Management Central posted by onAs a Project Manager, how do you handle resource conflicts with Delivery Managers when multiple projects are running simultaneously?I have encountered situations where shared resources are stretched a ...
Constraint as a Strategic Capability
from Support to Develop posted by onWhy Freedom Requires BoundariesFor decades, organizations have pursued a remarkably consistent objective.Greater flexibility.Greater autonomy.Greater empowerment.The underlying assumption has been equ ...
What steps can leaders take to ensure Agile is implemented ethically and authentically in their organisations?
from Project Management Central posted by onThe phrase “Agile is a process” is a widespread misconception that has undermined countless organisational transformations. Starting with “We are implementing an Agile Methodology”, regardless of whic ...
The Limits of Optimization
from Support to Develop posted by onWhat Architecture Must ProtectOptimization has become one of the defining ambitions of contemporary organizations.Improve performance.Reduce cost.Increase speed.Eliminate waste.Maximize efficiency.Art ...
Should business leaders understand AI capabilities honestly, or should expectations be shaped more by vendor demonstrations than real-world evidence?
from Project Management Central posted by onThe history of artificial intelligence contains an important lesson that if organisations choose to ignore it could lead to significant damage. Neither of the first two AI winters occurred because AI ...
M.O.R.E. Expands What Project Professionals Are Expected to Own. But Does Their Authority Expand with Their Accountability?
from Support to Develop posted by onI recently completed PMI's M.O.R.E. Masterclass.Its central proposition deserves serious consideration.Project professionals should not define success narrowly through execution. They should Manage Pe ...
Agile Coaching. An Ethical reflection
from The Agile Enterprise posted by onAlthough there is no Agile Coaching Code of Ethics, like PMI’s Code of Ethics and Professional Conduct, Agile coaching ethics relies on guidelines adapted from broader professional bodies and communit ...
Should the PMI Code of Ethics and Professional Conduct be used by Agile Coaches and Scrum Masters?
from Project Management Central posted by onAlthough there is no Agile Coaching Code of Ethics, like PMI’s Code of Ethics and Professional Conduct, Agile coaching ethics relies on guidelines adapted from broader professional bodies and communit ...
Is Your AI Risk Management Working?
byRisk is an area where artificial intelligence has a lot of potential, and where it can do at least as good a job as people without much effort. But it’s not a silver bullet solution.
Hybrid Installation Under Supply Chain Volatility: Resetting Success Before Failure in Mission-Critical IT Projects
byIn mission-critical IT environments, supply chain volatility can quietly undermine traditional installation strategies. Learn how hybrid installation—paired with disciplined milestone reframing—can protect accreditation timelines, preserve operational continuity, and prevent perceived project failure before it occurs.
The Need for Portfolio-Level Change Management
byChange management is once more having to adopt new approaches. For more progressive organizations, that means elevating it from the project level to the portfolio level.
Career Crisis: When Foundational PM Skills Erode
byMany experienced PMs are now operating in an environment that bears very little resemblance to the one that they were trained in. And that can be disconcerting.
Career Development as Risk Management Strategy
byIgnoring career development with your organization's talent is like ignoring a persistent and long-lasting body pain after a workout. It may not seem like a problem until it becomes one.
Report Desirable Skills to Advance Your Career Amid Organizational Disruption
byHow do you advance your career if the roles you aspire to are undefined? Your tactics must show you have the newly prioritized skills—and get this information to those who can influence your career.
The Agile Practice Guide – Second Edition is Here!
byIn a world of constant change, agile practices must evolve to meet new challenges. The Agile Practice Guide – Second Edition helps practitioners navigate complexity, adapt to shifting priorities, and deliver value across projects, products, portfolios and enterprise initiatives.
Want Organizational Agility? Plan Small, Decide Fast, and Replan Often (Part 3)
byToo few organizations can consider small and iterative planning for products and the portfolio. That’s because they plan to address both product roadmaps and the project portfolio quarterly or yearly. That’s not good enough when the world changes daily.
Ethics Under Pressure: Why Good People Make Dangerous Decisions
Ethics Under Pressure: Why Good People Make Dangerous Decisions challenges one of the most comfortable assumptions in professional life: that major ethical failures are mainly caused by bad people.
In My Shoes-One Culture, Many Times Zones: Building Belonging in a Fully Distributed Workforce
This panel discussion explores how to build and sustain a strong, safe and diverse culture across fully distributed teams. The panelists have complementary perspectives and share practical frameworks that project managers can apply when leading or collaborating within virtual, cross-cultural teams.
AI Literacy for Project Managers
Managing AI projects without understanding AI can create uncertainty, misalignment, and risk.AI literacy enables project managers to plan realistically, manage risks effectively, collaborate with AI teams, and deliver meaningful business outcomes. “AI Literacy for Project Managers” is designed for PMs leading—or preparing to lead—AI-driven initiatives.
Executive Interview Series: Enterprise Agility with Johan Roos, Hult International Business School, Executive Advisor & Co‑inventor LEGO® Serious Play®
In this interview, Johan Roos frames enterprise agility as a matter of change readiness, rooted in people’s capabilities. He emphasizes leaders’ role in modeling desired behaviors while noting that everyone must build the curiosity, creativity, critical thinking, communication and collaboration needed for continuous change. Roos also discusses AI as a tool to amplify human judgment and concludes that agility requires stronger collaboration across interconnected ecosystems.
From AI Pilots to Enterprise Impact: A Project Leader’s Framework for Scaling Responsible AI
Many organizations are experimenting with AI, but only a small number successfully move beyond pilots into measurable enterprise impact. AI initiatives often stall because project teams focus on the technology while underestimating governance, data readiness, stakeholder alignment, risk management, change adoption, and value realization.
Making the AI Standard Real: Practical Guidance for Project Professionals
**PMI Led Webinar** As the first and only global standard for AI in portfolio, program, and project work, "The Standard for Artificial Intelligence in Portfolio, Program, and Project Management" (PMI 2026) gives project professionals a practical foundation for applying AI responsibly. This webinar will help attendees understand the Standard’s guiding principles, performance domains, and applied use cases — and how to use them to bring more structure, accountability, and confidence to AI adoption. The Standard for Artificial Intelligence in Portfolio, Program, and Project Management - https://www.pmi.org/standards/artificial-intelligence
Project HEADWAY: How Not To Use AI
To its proponents, there is very little that artificial intelligence can’t do. In those areas where there are limitations and constraints, the expectation is that they will be overcome exponentially quickly. We are told that automation fueled by artificial intelligence will fundamentally remake and reshape the work place.
AI Beyond the Sales Pitch: The Gap Between Experts
Designed for leaders responsible for outcomes, not experiments, this session reframes AI implementation as an execution and change problem—not a technical one—and offers a practical way to move from ambition to impact without unnecessary complexity.
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