By Markus Kopko, PgMP®, PMP®, PMI-CPMAI™
For program managers, this is not a technology curiosity. It is a structural change in how programs are coordinated, monitored, and governed.
By Natalie Berkiw-Scenna, PMP
Project leaders today are expected to deliver faster, manage increasing complexity, and maintain engagement across multiple project teams and various stakeholder groups with vastly different needs. The result isn’t just fatigue. It’s cognitive overload and burnout.
By Markus Kopko, PgMP®, PMP®, PMI-CPMAI™
The gap is not about access to tools. It is about understanding what AI does and where each approach applies. Before you evaluate tools, you need to understand patterns.
By Debra Kahn
Visionaries gave us products that disrupted markets, but they always had a strategy to back up the vision.
By Darrel Popowich, Founder, Transformation CRAFT
Most transformations don’t fail because of flawed strategy or weak execution. They fail because the system underneath—the one that connects vision, people, and behavior—was never fully aligned to begin with.
By Markus Kopko
Effective prompting follows a clear, consistent structure. The CRISP framework provides a practical five-element structure for prompts.
By Gabor Stramb
Silence in a project can look like progress. But sometimes, It’s the opposite. I’ve noticed there are a few types of silence that should worry every Project Manager.
By Dr. Harold Kerzner
As we move into 2026, the landscape of project management is evolving in exciting ways. The predictions I provide here highlight the many positive changes shaping the future.
By Sabrina Poteat, PMP, CSM
Many PMOs fail because they are created as a quick solution to visible symptoms rather than designed to solve the underlying decision and execution problems in the business.
