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.
By Markus Kopko, PgMP®, PMP®, PMI-CPMAI™
For project managers, that statistic should trigger an immediate question: How many of our project decisions are based on AI outputs that no one verified?
By Gabor Stramb
What separates good project managers from great ones is not whether they avoid the fire. It is how they behave while standing in the middle of it.
By Dr. Harold Kerzner
This white paper identifies 25 of the most common mistakes that young or inexperienced project managers make.
by Lisa Bodell, CEO, FutureThink March 12, 2026 After years of working with leadership teams, I’ve noticed something consistent. When performance stalls, it rarely looks like failure. It looks like friction. Meetings multiply. Decisions stretch. Work that should feel straightforward feels more complicated than it needs to be. Talented people spend more time coordinating than actually doing the work they
By Markus Kopko, PgMP®, PMP®, PMI-CPMAI™ Your project team is already using AI. The question is whether you know about it. According to a 2025 Cybernews survey, 59% of employees use AI tools their employers have not approved. IBM’s 2025 Cost of a Data Breach report found that 20% of organizations experienced a breach linked to shadow
By Dr. Harold Kerzner
Project management has moved far beyond the tactical “triple constraint” – the PMP® is now the primary engine of business value.
By Gabor Stramb
Project managers keep asking the same questions about the PMP. So let’s clear it up.
By Jane Morgan
We’ll review something I see increasingly: a shift in how we perceive and interact with AI. And that shift, I believe, is not just useful—it’s essential.
