Portfolio managers are like entertainers who spin plates on top of wooden poles. They run around, constantly re-spinning different plates. It can easily become chaotic, but the best of them always seem as though they are in control. That’s modern portfolio management.
An unexpected problem at an office led to one of the most valuable skills a project manager can develop: knowing when to stop negotiating among competing interests and start reframing the problem itself.
Project managers are no stranger to feedback. Some of it is positive, some more constructive. But how can we take what we hear and actually do something about it? Keep these seven tips in mind.
Two powerful forces are reshaping how organizations design and deliver projects: artificial intelligence and sustainability. Increasingly, leaders refer to their convergence as twin transformation—the coordinated integration of digital innovation, particularly AI, and sustainable development objectives to drive long-term value creation.
To better understand the systems behind enterprise agility, PMI interviewed executives from a range of industries about the structures and capabilities that enable organizations to adapt. Their perspectives reveal that agility is built through intentional design.
The Waterfall Misconception: What Dr Royce Really Said in 1970IntroductionThe “waterfall” method is one of the most referenced and misunderstood models in the history of software engineering. For deca ...
With Generative AI, iteratively refining and optimizing prompts can lead to better AI-generated results. This may involve adjusting the specificity or clarity of the prompt to increase relevance and a ...
IntroductionOne of the most persistent misconceptions in the Agile world is the belief that Agile teams do not need managers. This idea, while popular, is rooted in a misunderstanding of what “self-ma ...
The Non-Negotiable Foundations of AI-Native OrganizationsModern organizations are increasingly designed to optimize.Optimize cost.Optimize speed.Optimize efficiency.Optimize productivity.Optimize reso ...
Welcome to ProjectManagement.com! Our community is where you can meet other project management professionals with whom you can share ideas, network, and swap experiences. To keep our community p ...
Hi everyone! 👋I passed my PMP exam with an Above Target (AT) overall score! It was an incredible journey, and I wanted to pay it forward to this amazing community by sharing the exact roadmap, resour ...
AI in Project Risk Analysis: A Practitioner's PerspectiveTopics: Risk Management + Artificial IntelligenceSubmission SummaryOver the past decade, I have witnessed the simultaneous escalation of projec ...
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, ...
Accountability is something that project managers and PMO leaders are very familiar with. But that doesn’t mean they always embrace it.
GenAI adoption depends on sustained alignment across levels of project work, rather than on isolated technological enhancement. A framework sets out three levels that must move together.
Business acumen is often framed as something that is possessed. It is described as something that you have, or you do not. Not only is this notion incomplete, but it is a dangerous one. It presents business acumen as a tangible something to be acquired, a checkbox to be attained, finite and specific.
Today’s PMs face a world of complexity, shifting priorities and constant change. Tools and methodologies are not enough. Faro—Spanish for lighthouse—is a simple yet powerful model that reminds us to lead with fortitude, adaptability, relationships and purpose.
AI can appear so lifelike, so helpful, and so available. Just make sure you are keeping emotional intelligence at the forefront and not letting the self-centeredness of AI weaken your EI skills.
How often do project managers consciously balance our own lives? Drawing from his experiences in both the private and public sectors, this practitioner explores practical ways to sustain mental health and achieve genuine work/life balance in a high-pressure project environment.
No matter how much the definition had evolved, change management was still seen as something directly related to the project. But now, that’s changing. The idea of organizational change management has been moving closer to project-style change management for a while.
This article shares practical lessons from real projects, highlighting successful strategies, critical mistakes, and actionable frameworks that project managers can apply when adopting AI in regulated environments.
Join award-winning leaders from PMI as they discuss how project managers can drive meaningful outcomes through inclusive collaboration, stakeholder engagement, and strategic influence. Explore practical ways to build trust, encourage diverse perspectives, and expand access to the project management profession.
Learn how storytelling enables project professionals to do — and why narrative is a core project leadership skill, not a soft one.
In this interview, Yannick Carriou, CEO of Médiamétrie, defines enterprise agility as the ability to keep adapting while staying grounded in a clear value proposition. He argues that organizations should replace long planning cycles with faster decisions made closer to the work and more frequent reassessment of priorities and value. He also says leaders must move beyond command-and-control, foster psychological safety for experimentation and mistakes, and embed learning across the organization. Ultimately, he presents enterprise agility as a practical way to navigate uncertainty by facing reality, challenging assumptions and aligning work to changing market needs.
The Agile Enterprise: From Good Intentions to Good Governance – Ethics in Volunteer Leadership” explores how agile ways of working can strengthen ethical behavior and governance in organizations that rely on volunteers. Agile Enterprises value adaptability, transparency, and collaboration, but these strengths only translate into real benefits when guided by ethical principles and clear accountability.
In this interview, Sagar Kochhar discusses enterprise agility as an organization's ability to sense change early, make decisions quickly and execute at scale without losing alignment. Drawing on Rebel Foods' evolution from a single-brand restaurant business into a global internet restaurant platform, Kochhar explains that agility is not about speed alone but about combining adaptability with a clear strategic direction. Organizations must be willing to challenge their own assumptions, disrupt successful business models and continuously evolve in response to changing customer behaviors, technologies and market dynamics.
This content is from PMI. It is not PDU Bearing Path to PMP: 2026 PMP Exam Change provides aspiring PMP® certification holders with a practical, forward‑looking overview of the updated PMP exam launching on July 9, 2026. This session breaks down why the exam is changing, what’s new in the updated content outline, and how candidates should adapt their study plans to stay on track. Attendees will walk away with clarity on what to expect next and how to prepare with confidence for the next generation of the PMP exam.
In this conversation, agile pioneer and Agile Manifesto co-author Jim Highsmith reflects on the evolution of agility from software development to the enterprise level. He argues that enterprise agility is not simply about responding to change but also about shaping it, requiring organizations to develop strong sensing capabilities, embrace continuous learning and build leadership judgment. To achieve it, organizations must move from a mindset of control toward one of learning and adaptation. He also explores the role of AI as both a driver of disruption and an enabler of faster learning, while stressing that human judgment remains essential in navigating uncertainty and leading transformation.
In today’s complex project environments, professionals must deliver results while managing competing priorities, stakeholder pressure, and limited authority. Yet many struggle to push back effectively without damaging relationships or credibility.
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