What will project management be like in the future? Are we at the point where most of the changes have already happened, or will there be ongoing reimagining of what project management is all about?
Practical, day-to-day AI tools are already at your disposal. The project managers who know how to work with these tools are delivering differently—and better—than those who do not.
Artificial intelligence and machine learning projects have a lot of schedule uncertainty due to the time needed to train a model to perform subjective work. It's important to recognize the differences from managing a traditional software project.
Question: A new PMP® exam is here. The head of our PMO asked me to see if it would have any effect on how we train our people to sit for the exam. Also, does it foretell any changes we may need to make in the way we do business? I’m concerned that there may be new information or alterations in the way existing employees, whether PMPs or not, should be conducting the day-to-day business of our organization if we want to stay competitive?
Continuity can be fragile in healthcare. A portfolio perspective does not replace clinical expertise; it reinforces the underlying architecture that makes it possible. It brings coherence to decisions, stability to operations, and a more consistent experience.
I was asking PMI Infinity and got an answer making me unhappy "Could you summarize in an excel table what is the content of ISO 21503 and what is covered/mapped where (chapter) by the PMI Program Mana ...
Many people assume that artificial intelligence makes better decisions because it is objective. Algorithms do not have emotions, preferences, or personal agendas. Yet AI can still reproduce many of th ...
I wanted to open up a discussion on something that comes up constantly in our profession but rarely gets talked about directly: intellectual integrity — plagiarism, copyright, and proper attribution i ...
A project can look "green" on the dashboard while its most important person is quietly getting pulled into other work.Example: A developer shows "80% allocated" on paper, but he's the only one who kno ...
Validating and checking outputs is critical when working with AI systems like Generative AI. Such validation approaches may include establishing clear criteria, implementing strong testing protocols, ...
Mechanical calculation begins with pressure on human memory. For centuries, arithmetic lived entirely in the minds of merchants, astronomers, navigators and administrators. Tools such as the abacus re ...
Are you utilizing any specific checklists or protocols within your projects or company to assess your readiness for working with Generative AI data? I'm curious to know what strategies or tools you've ...
Contingency can cause tension in projects. After all, if you’ve got it, why not spend it? Although before you can spend it, you have to work out who can approve the contingency…Common mistakesContinge ...
Many 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.
Ignoring 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.
How 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.
In 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.
Too 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.
Invisible work is project activity that happens outside the formal systems designed to manage it. The challenge for today's project managers isn't simply tracking more work. It's gaining visibility into where work is actually happening.
Low productivity is often treated as a performance issue, but it is really a health issue. This article explores how to diagnose energy drains, eliminate metabolic blockers, and restore peak organizational performance through targeted interventions.
Project cancellations are among the most challenging moments a project manager can face—both professionally and emotionally. This article explores how to lead with clarity, integrity and emotional intelligence when a project must end before its completion.
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.
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.
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.
**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
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.
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.
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.
This session explores what responsible, systemic leadership looks like in a complex Changing World.
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