Leadership should not be measured by how many people agree with every decision. What matters is whether the leader has listened carefully, considered the available evidence, exercised reasonable judgment, and remained accountable.
We're often held captive by a training course, watching the completion meter count down. But organizations don't want people to merely go through it. How can we leave people with something they can actually use?
Environmental factors can be highly frustrating because we likely have no control over them. But project managers still have to navigate them, particularly when it means changes to the triple constraint. These four tips can help.
Not every project fits into a perfect box, and we must sometimes tailor process to delivery. This practitioner shares how he had to adapt when one project couldn’t succeed using established corporate delivery processes.
To mark Global Ethics Day, we've curated a collection of content exploring ethics in project management from a variety of perspectives. They all remind us that ethical decision-making is not reserved for major dilemmas. It's a skill that can be developed, strengthened and applied in every project interaction.
Hi PMI Community! I’m Sarah Philbrick, and I work as a Product Manager at PMI with a focus on our learning offerings. As we go on this skill-building journey together, I’m excited to engag ...
Delegating means assigning responsibility for a task or outcome, together with the authority to make decisions within agreed boundaries. Effective delegation requires the resources and support needed ...
At a recent presentation, a participant suggested that having AI write an entire project document, such as the project scope, raises an ethical issue. It is a fair concern. But is using AI to create t ...
As a junior project manager, you may identify risks, track blockers, and follow up on pending decisions, but progress can still stall when senior project managers or decision-makers don't respond in a ...
Much of the pixel ink spilled in advancing Project Management has to do with encouraging organizations that do not use its precepts to change their ways, recognize its utility, and thenceforth thrive. ...
What signals help you tell different kinds of AI work apart—and what tends to go wrong when everything gets lumped together?Have you ever been in a conversation where “AI” meant different things to di ...
Industrial and enterprise environments are entering a moment where intelligence becomes a property of the physical world. Factories learn. Warehouses anticipate. Infrastructure communicates. Energy ne ...
I’ve written before about technical debt, but there isn’t just technical debt on a project. Decision debt is also a thing. This is about the decisions that quietly pile up. What decision debt looks li ...
Ethical practice is the foundation of trust in every project we lead. To help professionals apply the Code of Ethics and Professional Conduct in their daily work, the Ethics Advisory Team (EAT) has created a seven-part webinar series.
Every project starts with a charter that looks simple from the outside and is anything but. This practitioner's personal project was deciding to run the 2026 New York City Marathon for a cause close to her heart.
A project that looks suspiciously smooth for an extended stretch deserves scrutiny, not comfort. Here are some warning signs to look out for—and how to get the project back on track.
As organizations invest more in functions like organizational change management and enterprise architecture, there is growing recognition that operations cannot be viewed in isolation. But that hasn’t yet become widely accepted from a strategy standpoint.
Project teams are trying to figure out which one of the 65 items on their respective to-do lists is actually supposed to be worked on first. Prioritization tools aren’t the problem—it’s finding common ground on what matters.
It seems as though AI developers are trying to make users so reliant on AI that they look past their reservations. That’s where the true risk is, and where project managers need to push back.
Do you empower others on your team to take point on creating clarity without overstepping and taking over? You might be like Sue the Scaler, the last of the five ambiguity personas in our series.
Finding information is no longer the obstacle it once was for many project managers. The more difficult challenge is determining which information matters, what it means, and what should be done with it.
An essential and vital skill for project managers is the ability to communicate clearly and well. Messages need to be crafted and conveyed confidently and received appropriately if effective outcomes are to be realized. That means understanding how to think about not just what to say but how to say it, in a way that will land appropriately regardless of who your audience is.
Most organizations are not short on AI tools. They are short on the execution infrastructure required to get value from them.
This webinar will be in French Hear directly from a CSPP™-certified volunteer about their certification journey, lessons learned, and the value of the credential. The webinar also provides practical guidance on CSPP™ eligibility, exam preparation, certification requirements, and next steps.
***PMI and OKR Mentors Led Webinar*** Most organizations don't struggle to define OKRs, they struggle to execute them. PMI and OKRMentors explore how PMOs build the culture that turns strategy into outcomes.
AI is quickly changing how project professionals draft reports, analyze risks, summarize meetings, and communicate with stakeholders. But the real leadership challenge is not simply learning a new tool. It is knowing which parts of the project work can be safely supported by AI, and which decisions must remain firmly in human hands.
An insightful webinar exploring how artificial intelligence is transforming project management
High-risk projects rarely fail because leaders lack intelligence, experience, or data. They fail because critical information becomes distorted as it moves through organizations under pressure. Schedule urgency, optimism bias, authority gradients, and reputational concerns create what I call delivery noise: the gradual distortion of decision-relevant information before it reaches decision-makers.
Explore PMI-sponsored research and practical approaches for leveraging team diversity to strengthen collaboration, adaptability, and project performance.
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"A good composer does not imitate; he steals." - Igor Stravinsky |
