Green is safe. Green is defensible. So we ask the safe question, forever, and we call it governance. That's a problem. Here are six questions to retire from your steering committee—and what to ask instead.
AI 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 is once more having to adopt new approaches. For more progressive organizations, that means elevating it from the project level to the portfolio level.
In 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.
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.
How the First Thinking Machines Emerged from Theory, Constraint, and ExperimentationThe early history of robotics is often remembered through the lens of modern capability, but its real significance l ...
The most significant improvements to the methodology for managing projects can be found in the book How Big Things Get Done by Bent Flyvbjerg and Dan Gardiner. The research findings were mainly target ...
Risk management is a cornerstone of responsible project delivery, yet the debate over when and how to manage risks remains fierce. Should risks be identified and analysed comprehensively upfront, as i ...
Who Preserves Institutional Legitimacy When Authority Becomes Distributed?Organizations do not preserve their legitimacy automatically.Policies may be documented.Governance structures may be establish ...
Agile methodologies emerged as a response to excessive bureaucracy, inflexible processes, and slow delivery cycles in traditional project management. The Agile Manifesto, published in 2001, championed ...
Why Business Leaders Must Unlearn the Belief That AI Can Reliably Perform Knowledge Work at Human-Expert Levels Without Significant Human OversightIntroductionThe history of artificial intelligence co ...
Although most Agile frameworks emerged from software development practices, over the last decade, “Agile” has become a discussion topic and even a target state in many organisations. From boardrooms t ...
Although most Agile frameworks emerged from software development practices, over the last decade, “Agile” has become a discussion topic and even a target state in many organisations. From boardrooms t ...
AI 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.
Risk 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.
Green is safe. Green is defensible. So we ask the safe question, forever, and we call it governance. That's a problem. Here are six questions to retire from your steering committee—and what to ask instead.
Change 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.
A 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.
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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.
This webinar explores how organizations implement scaled agile methodologies while upholding ethical standards. It addresses the challenges of maintaining transparency, fairness, and trust during large-scale agile transformations.
***This is a PMI-Led Webinar*** Your AI tools are only as powerful as you make them. In this hands-on session, we'll use PMI Infinity™ to walk through a reusable framework for using AI tools in real project management work, showing how prompting thoughtfully, using agents, and consolidating project context can help you enhance output quality while reducing task completion time.
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.
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.
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
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