PM World JournalArticles Archive - PM World Journal

How to cite this paper: Prem Kumar, A. & Adelakun, I.A. (2026). Was the Colosseum a Successful Project? Reframing Project Value Generation Across Two Millennia; PM World Journal, Vol. XV, Issue V, May. Available online at https://pmworldjournal.com/wp-content/uploads/2026/05/pmwj164-May2026-Kumar-Adelakun-Was-Colosseum-a-Successful-Project.pdf

About the Authors

Arvin Prem Kumar

Instructor, School of Applied Professional Studies,
College of Integrative Sciences & Arts
Arizona State University, USA

Arvin Prem Kumar, MPM, PMP, PMI-ACP, GPM-b, PMI-PMP is an Instructor at Arizona State University with industry experience spanning engineering, construction, and project delivery environments prior to transitioning fully into academia. His professional background includes applying structured project controls, schedule development, cost management, and stakeholder coordination within technical and infrastructure-focused settings, providing him with practical insights that inform his teaching. He holds a master’s in project management from Arizona State University and a Bachelor of Engineering in Civil Engineering from Anna University, Chennai, India. Arvin maintains multiple industry-recognized credentials, including Project Management Professional (PMP)®, PMI Agile Certified Practitioner (PMI-ACP)®, Certified Green Project Manager (GPM-b), and PMI’s PMP® Train the Trainer designation.

Arvin also actively contributes to the profession through volunteer leadership, serving as a facilitator for the PMI-Arizona Chapter’s inaugural PMI-ACP® certification study group and supporting initiatives that advance professional development within the project management community. At ASU, he has worked at scale to systematically rebuild and modernize project management courses, leading comprehensive curriculum redesign efforts that strengthen alignment of learning outcomes, scaffold competency development across modules, integrate predictive and agile methodologies, enhance assessment rigor, and ensure vertical alignment across program levels. His work emphasizes instructional coherence, industry relevance, measurable learning performance, and sustainable course architecture designed to support long-term program quality and student success. He can be contacted at anola259@asu.edu

Idris Adelakun, Ph.D.

Assistant Teaching Professor,
Arizona State University, USA

Idris Adelakun, Ph.D., P.Eng., PMP, CPEM, SFC, GPM-s, CSPM-s, CAC, CPBA, SFC is an Assistant Teaching Professor at Arizona State University. Idris holds a PhD in Leadership (High Distinction) with a specialization in Organizational Management from Carolina University, USA, an MSc in Biosystems Engineering and a certificate in Supervisory Management from University of Manitoba. He also earned a BSc in Agricultural and Environmental Engineering from University of Ibadan and a diploma in Agricultural Engineering from the Polytechnic Ibadan. Idris serves as a Sustainability Champion with PMI-GPM.

Idris holds professional certifications including Project Management Professional (PMP), Professional Engineer of Manitoba (P.Eng.), Certified Professional in Engineering Management (CPEM), Certified Sustainable Project Manager Specialist (CSPM-s), Scrum Fundamentals Certified (SFC), Certified Agile Coach (CAC), and Certified Professional Business Analyst (CPBA). He can be contacted at idris.adelakun@asu.edu

the emotionally intelligent team

David Pells — Wed, 06 May 2026 14:07:55 +0000

BOOK REVIEW

Book Title: the emotionally intelligent team: building collaborative groups that outperform the rest
Author: Vanessa Urch Druskat
Publisher: HBR Press
List Price: $32.00
Format: Softcover, 272 pages
Publication Date: July 2025
ISBN: 978-1-64782-487-7
Reviewer: Natalia Fisher, PMP
Review Date: April 2026

Introduction

The Emotionally Intelligent Team is a practical and insightful guide for anyone who works in teams such as leaders, project managers, and team members. The author explains how emotional intelligence goes beyond individuals and becomes a shared responsibility that shapes team culture, collaboration, and performance.

Highlights

One of the strongest aspects of this book is its clear framework for building team emotional intelligence. The author introduces norms such as trust, open communication, accountability, and mutual respect, and explains how these behaviors directly impact team success.

Highlights: What I liked!

What makes this book especially valuable is its practicality. Readers walk away with actionable steps to improve team dynamics, manage conflict effectively, and foster psychological safety. These tools are particularly helpful for project managers and leaders who want to create high-performing, engaged teams.

More…

How to cite this work: Fischer, N. (2026). The emotionally intelligent team, book review, PM World Journal, Vol. XV, Issue V, May. Available online at https://pmworldjournal.com/wp-content/uploads/2026/05/pmwj164-May2026-Fischer-the-emotionally-intelligent-team-book-review.pdf

About the Reviewer

Natalie Fischer, PMP

Texas, USA

Natalia Fisher is a Project Management Professional (PMP)®, CSM, SCPO, ITIL4 and has been working with marketing and IT projects and programs for over 10 years in a variety of industries, such as CPG, IT, telecommunication, transport and logistics, healthcare and government.

For ten years, she has volunteered for the PMI Dallas Chapter and now she serves as an immediate Chapter Past President.

Natalia is very passionate about learning about AI, implementing her knowledge in her professional and personal lives.

Editor’s note: This book review was the result of a partnership between the PM World Journal and the PMI Dallas Chapter. Authors and publishers provide books to the PM World Journal Editor; books are delivered to the PMI Dallas Chapter where they are offered free to PMI members who agree to provide a review within 45 days; book reviews are published in the PM World Journal and PM World Library. Reviewers can normally claim PDU’s for PMP recertification upon publication of their book reviews.

PM professionals can also author a review of a PM-related book independently purchased or received from authors. Those book reviews can also be published in the PMWJ, with authors then able to claim PDUs or CEUs for PM recertifications. If you would like us to publish a book review or are an author or publisher of a project management-related book, and would like the book reviewed, please contact editor@pmworldjournal.com.

Project Management for Healthcare

David Pells — Wed, 06 May 2026 14:41:34 +0000

BOOK REVIEW

Book Title: Project Management for Healthcare (3^rd ed.)
Author: David Shirley
Publisher: CRC Press
List Price: $67.99
Format: Paperback, 290 pages
Publication Date: 2024
ISBN: 978-1-032-54847-0
Reviewer: Krystle McCloney, MHA, PMP
Review Date: April 2026

Introduction

In Project Management for Healthcare (3^rd ed.), David Shirley explores project management principles tailored to the complexities of the healthcare industry. The book serves as both a foundational guide of project management frameworks and a practical resource for initiating, planning, executing, monitoring and controlling, and closing projects in healthcare environments.

Overview of Book’s Structure

The book is organized into four sections: Definition, Details, Management Skills as a Necessity, and Advanced Topics. In the first section, the author establishes foundational knowledge by defining key project management terms and providing historical context for the field. This grounding helps readers understand how project management has evolved and why its principles are applicable across industries. The second section provides a comprehensive overview of core project management components. Shirley explores essential elements such as time estimation, cost, quality, while also addressing risk and change management. He offers practical insights into the role of the project manager, emphasizing both technical competencies and the ability to operate effectively within complex organizational structures. In the third section, Shirley shifts focus to the interpersonal and leadership skills required for successful project execution. He underscores the importance of effective communication and stakeholder engagement as critical drivers of project success. The final section addresses contemporary topics impacting healthcare, including the COVID-19 pandemic, sustainability and green initiatives, and the application of Agile methodologies within healthcare settings. Each chapter – aside from chapters 19 and 20 – includes “Key Review Questions,” reinforcing critical concepts and encouraging reflection.

Notably, the book is structured sequentially, with each chapter building upon the previous one. This approach enables readers to develop a well-rounded understanding of project management and its practical application within healthcare environments.

Highlights

Throughout the book, Shirley provides strong, relevant examples of project management within healthcare settings. When discussing project initiation and planning, he offers practical illustrations of why projects are undertaken, including the adoption of emerging technologies such as artificial intelligence (AI) and precision medicine. These examples ground the theoretical concepts in current industry trends and reinforce the “project manager’s mantra” to deliver projects on time, within budget, and at the expected level of quality.

A particularly important strength of the text is the emphasis on quality and risk management. In healthcare, where patients are the primary stakeholders, failures in these areas can result in significant harm or even the loss of life. Shirley appropriately underscores the importance of proactively identifying risks and associated risk triggers, developing risk response strategies, and continuously monitoring and controlling quality throughout the project lifecycle. The author also highlights key tools and techniques available to project managers, including risk analysis, risk matrix, and Pareto charts to aid in measuring performance quality.

More…

How to cite this work: McCloney, K. (2025). Project Management for Healthcare, 3^rd Ed., book review, PM World Journal, Vol. XIV, Issue V, May. Available online at https://pmworldjournal.com/wp-content/uploads/2026/05/pmwj164-May2025-McCloney-PM-for-Healthcare-book-review.pdf

About the Reviewer

Krystle McCloney

Texas, USA

Krystle McCloney, MHA, PMP, is a strategic program management leader specializing in healthcare operations, executive governance, and enterprise-level execution. She applies a structured, systems-thinking approach to complex challenges, aligning stakeholders, optimizing processes, and translating strategy into measurable results. With experience navigating matrixed, cross-functional environments and advising on strategic and operational initiatives, she drives organizational performance and advances innovative, data-informed solutions in healthcare. Krystle holds a Master of Health Administration from The Pennsylvania State University, a Project Management Professional (PMP) certification, and a PMI Agile Project Pro micro-credential. She is also engaged in professional and community initiatives, including participation in organizations such as the American College of Healthcare Executives (ACHE) and volunteer work supporting hospice and end-of-life care. She can be contacted at www.linkedin.com/in/krystlemccloney

Building Bridges Across Organizations

David Pells — Wed, 06 May 2026 15:16:03 +0000

in Project Business

Project Business Management

SERIES ARTICLE

By Oliver F. Lehmann

Munich, Germany

“One of the basic principles governing the creation and performance of legal obligations,
whatever their source, is the principle of good faith.”
– International Court of Justice

Summary

Four case studies show what happens when the customer–contractor interface comes under stress, and what good governance design can achieve when it holds. The call to action is to strengthen the organizations involved by building integrity and focusing on completing over competing, turning contract parties into project partners.

Risks At Cross-Corporate Interfaces

Project Business Management starts from a simple observation. When a project crosses organizational boundaries under contract – when one organization buys the project from another, with money, scope, schedule, and risk all flowing across the boundary – the project itself becomes the business.^[1]† Not a side activity, not an internal initiative, but the commercial relationship in concrete form. Everything that follows in governance, contracting, performance management, and dispute resolution flows from that single fact.

If the project is the business, then the customer–contractor interface is where the business lives. It is also where most of the things that can go wrong do. The interface is the surface across which money flows, decisions are made, information is exchanged or withheld, change is approved or denied, claims are lodged or resisted, and reputations are made or broken. It is the highest-energy boundary in any project business arrangement.

Most project management literature treats this interface as a procedural matter – contracts, change orders, dispute boards, and escalation paths. That is necessary but not sufficient. The interface is also a governance surface, and when governance at that surface fails, the project does not merely run late or over budget. It can mutate. It can become something other than what it was contracted to be: a vehicle for outcomes none of the original parties would have signed up for, and that few will publicly defend afterward. The encouraging news is that the converse is equally true. Where the interface is well-designed and well-tended, projects deliver, partnerships endure, and the surface itself becomes a source of value rather than a cause of distress.

The cases that follow are studied not to indict the parties involved, but to extract the design lessons that make the difference.

This article examines four projects where the interface, in different ways, did not function as the governance design assumed. The Panama Canal expansion, where a sophisticated public-sector owner met a contractor consortium that had bid aggressively. The Venice MOSE flood barriers, where a closed concession structure was the subject of an extensive criminal investigation. The Lesotho Highlands Water Project, where a small African state successfully prosecuted multinational contractors and consultants. And the Sydney Light Rail project, where a contractor alleged that the public-sector owner had withheld material information at tender, a case that illustrates the customer side of the interface as the source of stress. The four cases are drawn from the public record of arbitral awards, court judgments, regulatory sanctions, settled litigation, and plea documents.

More…

Editor’s note: This series of articles is by Oliver Lehmann, author of the book “Project Business Management” (ISBN 9781138197503), published by Auerbach / Taylor & Francis in 2018. See author profile below.

How to cite this article: Lehmann, O. F. (2026). Building Bridges Across Organizations in Project Business, PM World Journal, Vol. XV, Issue V, May. Available online at https://pmworldjournal.com/wp-content/uploads/2026/05/PMWJ-May2026-Lehmann-Building_Bridges.pdf

About the Author

Oliver F. Lehmann

Munich, Germany

Oliver F. Lehmann, MSc, ACE, PMP, is a project management educator, author, consultant, and speaker. In addition, he is the owner of the website Project Business Foundation, a non-profit initiative for professionals and organizations involved in cross-corporate project business.

He studied Linguistics, Literature, and History at the University of Stuttgart and Project Management at the University of Liverpool, UK, where he holds a Master of Science Degree (with Merit). Oliver has trained thousands of project managers in Europe, the USA, and Asia in methodological project management, focusing on certification preparation. In addition, he is a visiting lecturer at the Technical University of Munich.

He has been a member and volunteer at PMI, the Project Management Institute, since 1998 and served as the President of the PMI Southern Germany Chapter from 2013 to 2018. Between 2004 and 2006, he contributed to PMI’s PM Network magazine, for which he provided a monthly editorial on page 1 called “Launch,” analyzing troubled projects around the world.

Oliver believes in three driving forces for personal improvement in project management: formal learning, experience, and observations. He resides in Munich, Bavaria, Germany, and can be contacted at oliver@oliverlehmann.com.

Oliver Lehmann is the author of the books:

- “Situational Project Management: The Dynamics of Success and Failure” (ISBN 9781498722612), published by Auerbach / Taylor & Francis in 2016
- “Project Business Management” (ISBN 9781138197503), published by Auerbach / Taylor & Francis in 2018.

His previous articles and papers for PM World Journal can be found here: https://pmworldlibrary.net/authors/oliver-f-lehmann/

From Green Building to Timber Innovation

David Pells — Wed, 06 May 2026 15:24:24 +0000

Leading Sustainability and Regeneration in Projects

SERIES ARTICLE

By Dr. Hugo Minney

United Kingdom

Figure 1 PMs can get out of our shells and bring regeneration to the built environment

Abstract

The built environment accounts for 40% of global CO2 emissions , yet project management often treats sustainability as a “tick-box” compliance exercise rather than a driver of value. This article argues that the project manager’s mandate must shift from mitigating harm to delivering regenerative outcomes through early-stage decisions in material selection and asset longevity. By utilizing the Benefits Dependency Network (BDN) and innovations like mass timber and 4D Digital Twin planning, project managers can decouple construction from traditional linear constraints, reducing schedules by up to 50%. Through the lens of the GenZero schools and Stockholm Wood City, we demonstrate how the transition to a manufacturing-led modular approach creates assets that act as “material banks” for the future.

Introduction: Why PMs must lead regeneration

We are currently building liabilities, not assets. Every time a project manager prioritizes ‘tick-box’ compliance over material longevity, they are effectively signing a check for future rework. It’s a dilemma every project manager faces: how to be proactive about sustainability and regeneration (Minney 2025c). Being proactive increases the cost of the project (often mitigated by innovation); whereas the default position: compliance is just something you have to do (or pay a fine for not doing).

Compliance means viewing “green building” through a narrow lens — a series of boxes to be ticked to satisfy benchmarks like BREEAM or LEED (BREEAM 2024; Greenly Institute 2024; Minney 2025d). However as climate extremes escalate, compliance alone can reduce the value of the construction to the client, risking rework and hidden additional costs (Minney 2025f).

The built environment is responsible for approximately 40% of annual global CO2 emissions (UNEP 2025). This figure includes embodied carbon in materials, construction operations and heating and lighting of the buildings once constructed. In UK, the built environment contributes to 25% of the total UK greenhouse gas footprint in a given year (UKGBC 2019). UK has made strides in operational efficiency, but the embodied carbon in the materials of our buildings remains a massive, largely unaddressed liability.

The project manager’s mandate is moving from the downstream mitigation of environmental harm (delivering a project using sustainable processes) toward the proactive delivery of regenerative outcomes (arguing for a change in scope) (Minney 2025c). This creates an inspiring place to work, and treats sustainability not as an abstract goal or a moralising exhortation, but as a direct outcome of early-stage project decisions. These decisions — concerning material selection, supply chain ethics, and asset longevity — determine whether a project leaves a positive legacy or an embodied carbon liability (Minney 2025e), and whether a project supports career development or is an anchor keeping the project manager in the ‘old way’ of doing things.

More…

Editor’s note: The author Dr. Hugo Minney is a Fellow of APM (Association for Project Management), a Member of PMI and PMI UK, Co-Chair of APM’s Benefits and Value SIG, and committee member of PMI UK’s Sustainability Community of Action. For more, see his author profile at the end of this article.

How to cite this work: Minney, H. (2026). From green building to timber innovation, Leading Sustainability and Regeneration in Projects, series article, PM World Journal, Volume XV, Issue V, May. Available online at https://pmworldjournal.com/wp-content/uploads/2026/05/pmwj164-May2026-Minney-From-Green-Building-to-Timber-Innovation-8.pdf

About the Author

Dr Hugo Minney

London, UK

Dr. Hugo Minney is a Fellow of APM (Association for Project Management), a Member of PMI and PMI UK, Co-Chair of APM’s Benefits and Value SIG and committee member of PMI UK’s Sustainability Community of Action (none of which are paid).

Minney set out to become a farmer but was defeated by bureaucracy. He sold high ticket computer systems and specialist software for workforce planning; joined the National Health Service for 18 years (and as a Chief Executive for the last 7 of these) and is now a project management consultant with a sideline chairing a charity restoring the sense of community for young people.

Minney works in project management, and in particular benefits management, motivating team members by reporting what they are achieving together and changing the community and culture to want to achieve – together. At present, he’s more involved on the governance side, accredited as a Social Value practitioner and Chartered Project Professional, and reviewing the balance of projects and contribution to objectives and benefits across portfolios.

Dr. Minney can be contacted at hugo.minney@thesocialreturnco.org

To view previous works by Hugo Minney, visit his author showcase in the PM World Library at https://pmworldlibrary.net/authors/dr-hugo-minney/

Why Portfolio Management Has Become the Real Strategy Function

David Pells — Wed, 06 May 2026 15:33:26 +0000

Reimagining Project Management for a New Era

SERIES ARTICLE

By Antonio Nieto-Rodriguez

Madrid, Spain

For decades, strategy lived in documents.

Carefully crafted plans, often developed during annual off-sites, would define an organization’s ambition for the next three to five years. These documents were structured, analytical, and intellectually robust. They outlined markets to enter, capabilities to build, and financial targets to achieve.

And then, almost inevitably, they were handed over for execution.

That handover is where things started to break.

Because in today’s environment, strategy rarely fails in its design. Most executive teams are capable of defining compelling strategic directions. The real failure occurs in the translation—from intention to action.

And that translation happens in one place: the project portfolio.

The Most Important Metric Nobody Is Tracking

Let me start with a simple question I often ask executive teams:

What percentage of your current revenue comes from running the business—and what percentage comes from changing it?

Very few organizations can answer it.

And yet, this is arguably the most important metric for any portfolio manager—and increasingly, for any leadership team.

Because it reveals how much of the organization’s value is driven by:

- Operations (running today’s business)
- Projects (building tomorrow’s business)

In most established companies, 90-100% of revenue still comes from operations. That is expected. Operations provide scale, efficiency, and stability.

But that is not the strategic question.

The real question is:

How is that balance evolving over time?

Because the organization’s future is not hidden in its current operations. It is embedded in its project portfolio.

From Revenue Mix to Strategic Reality

Every new product, platform, capability, or business model starts as a project.

Consider Amazon.

More…

Editor’s note: This series of articles is by Antonio Nieto-Rodriguez, the author of Powered by Projects: Leading Your Organization in the Transformation Age (HBR Press, Jan 2026) and The HBR Project Management Handbook (HBR 2021). One of the world’s most popular authors and speakers on the topic of the Project Economy and the Future of Project Management, he is Founder of Projects & Co. , a PMI Fellow & Former Chairman and Thinkers50 Award Winner. Learn more in his author profile at the end of this article.

How to cite this work: Nieto-Rodriguez, A. (2026). Why Portfolio Management Has Become the Real Strategy Function; Reimagining Project Management for a New Era, series article 5, PM World Journal, Vol. XV, Issue V, May. Available online at https://pmworldjournal.com/wp-content/uploads/2026/05/pmwj164-May2026-Nieto-Rodriguez-portfolio-management-as-strategy-function.pdf

About the Author

Antonio Nieto-Rodriguez

Madrid, Spain

Antonio Nieto-Rodriguez, PMI Fellow, is one of the world’s leading experts in Project Management and Strategy Implementation. He is the author of the “Harvard Business Review Project Management Handbook ” (HBR 2021) and is the most published author on project management matters in Harvard Business Review. His upcoming book, Powered by Projects: Leading Your Organization in the Transformation Age, will be published by Harvard Business Review Press in early 2026.

Antonio has brought Project Management to the center of executive leadership, positioning it as a critical capability for transformation in the next decade. He is the creator of influential concepts such as the Project Economy®, the Hierarchy of Purpose®, and the Project‑Driven Organization, which argue that projects have become the operating system of modern organizations—and the language of future careers.

His global impact on management and leadership has been recognized by Thinkers50, where he is the only project management thinker included twice in a row in the ranking of the world’s most influential management thinkers. He is also the recipient of the prestigious Thinkers50 Ideas Into Practice Award and a member of the Marshall Goldsmith 100 Coaches community.

He was the global Chairman of the Project Management Institute in 2016 and has been recognized as a Fellow of PMI for his contribution to the project management profession. He led the creation of the Brightline Initiative, founded Projects & Co, and co-founded the Strategy Implementation Institute.

His work focuses on advising senior leaders on how to prioritize and implement strategic initiatives and lead transformational change.

Antonio is also the author of “Lead Successful Projects” (Penguin, 2019), “The Project Revolution” (LID, 2019). and “The Focused Organization” (Taylor & Francis, 2014), and has contributed to seven other books. A pioneer and leading authority in teaching and coaching senior executives the art and science of strategy execution and project management. Currently visiting professor at Duke CE, Instituto de Empresa, Solvay, Vlerick, Ecole des Ponts, and Skolkovo.

He is a much-in-demand speaker at events worldwide. Antonio has presented at more than 800 conferences around the world, regularly evaluated as the best speaker. European Business Summit, Strategy Leaders Forum, Gartner Summit, TEDx, and EU Cohesion Policy Conference; are some of the events he has delivered inspirational keynotes.

He is former Sustainability Program Director and Head of Global Program Management Office at GlaxoSmithKline Vaccines. Previously he also served as Head of Project Portfolio Management at BNP Paribas Fortis and Head of Post-Merger Integration at Fortis Bank, leading the acquisition of ABN AMBRO, the largest in financial service history. He also worked for ten years at PricewaterhouseCoopers, becoming the global lead practitioner for project and change management.

Born in Madrid, Spain, and educated in Germany, Mexico, Italy, and the United States, Antonio is fluent in five languages. He is an Economist, has an MBA from London Business School and Insead’s IDP. You can follow Antonio through his LinkedIn Newsletter – Lead Projects Successfully. For more information, visit his website at www.antonionietorodriguez.com. He can be reached via email: antonio.nieto.rodriguez@gmail.com

To view other works published in the PMWJ, visit Antonio’s author showcase in the PM World Library at https://pmworldlibrary.net/authors/antonio-nieto-rodriguez/

THE FUTURE OF EXECUTIVE SPONSORHIP

David Pells — Wed, 06 May 2026 17:12:25 +0000

COMMENTARY

By Harold Kerzner, Ph.D. and Al Zeitoun, Ph.D.

California & Maryland, USA

INTRODUCTION _______________________________________________________

If you asked project managers years ago to identify the role of an executive in a company that uses project management, the response would most likely be a description of the position of a project sponsor. The PMBOK® Guide and project management textbooks described how companies envisioned the ideal role of the project sponsor at that time.

If you ask the same question today, the answer would most likely still be a project sponsor but with a different role. As project management evolves, the role of an executive with regards to projects has changed in many companies. Factors such as identification with a failed project, salary and bonuses, and responsibilities were important to executives in the past. This paper will discuss the changes that have taken place in many companies as well as the reasons for the changes. The future highlights a clearer strategic value to this maturing role of that executive.

THE NEED FOR PROJECT MANAGEMENT _________________________________

Although project management has been in existence for several decades, credit for its birth and recognition as a profession is usually attributed to the aerospace and defense industries in the United States. As expected, there were significant challenges that had to be overcome, especially regarding the role of senior management.

Following World War II, the Department of Defense (DoD) recognized the need for significantly more products and services than in the past. Most of these new needs would be developed using competitive bidding practices. For the aerospace and defense industries, this necessitated a significant increase in the salesforce.

The salesforce was given the responsibility for managing almost all communications with DoD, including preparation of the proposals during competitive bidding, negotiating the final contracts, providing the client with status reports, answering all client questions and selling additional products and services. There were people initially assigned as project managers in addition to the salesforce. Most of the workers designated as project managers were engineers, usually with advanced degrees in engineering, and often with poor writing skills. Aerospace and defense contractors established technical writing departments to support project managers with poor writing ability. The salesforce took the lead in preparing the proposals.

The salesforce believed that since they were the prime communications point with the client, specifically DoD, they were the real project managers and “owned” their company’s rights to this client. The salesforce believed that they were both the “real” project managers and project sponsors in the eyes of their DoD clients. The salesforce believed that owning this right to be the prime contact point for clients would provide the salesforce with significant salary and bonus opportunities.

More…

To read entire article, click here.

How to cite this article: Kerzner, H., Zeitoun, A. (2026). The Future of Executive Sponsorship, PM World Journal, Vol. XV, Issue V, May. Available online at https://pmworldjournal.com/wp-content/uploads/2026/05/pmwj164-May2026-Kerzner-Zeitoun-Future-of-Executive-Sponsorship.pdf

About the Authors

Harold Kerzner, Ph.D., MS, M.B.A

Senior Executive Director for Project Management
International Institute of Learning
New York & California, USA

Dr. Harold Kerzner is Senior Executive Director for Project Management for the International Institute for Learning (IIL). He has an MS and Ph.D. in Aeronautical and Astronautical Engineering from the University of Illinois and an MBA from Utah State University. He is a prior Air Force Officer and spent several years at Morton-Thiokol in project management. He taught engineering at the University of Illinois and business administration at Utah State University, and for 38 years taught project management at Baldwin-Wallace University. He has published or presented numerous engineering and business papers and has had published more than 60 college textbooks/workbooks on project management, including later editions. Some of his books are (1) Project Management: A Systems Approach to Planning, Scheduling and Controlling; (2) Project Management Metrics, KPIs and Dashboards, (3) Project Management Case Studies, (4) Project Management Best Practices: Achieving Global Excellence, (5) PM 2.0: The Future of Project Management, (6) Using the Project Management Maturity Model, and (7) Innovation Project Management.

He is a charter member of the Northeast Ohio PMI Chapter.

Dr. Kerzner has traveled around the world conducting project management lectures for PMI Chapters and companies in Japan, China, Russia, Brazil, Singapore, Korea, South Africa, Canada, Ireland, Germany, Spain, Belgium, Poland, Croatia, Mexico, Trinidad, Barbados, The Netherlands, Sweden, Finland, Venezuela, Columbia, United Arab Emirates, France, Italy, England, and Switzerland. He delivered a keynote speech at a PMI Global Congress on the future of project management.

His recognitions include:

- The University of Illinois granted Dr. Kerzner a Distinguished Recent Alumni Award in 1981 for his contributions to the field of project management.

- Utah State University provided Dr. Kerzner with the 1998 Distinguished Service Award for his contributions to the field of project management.

- The Northeast Ohio Chapter of the Project Management Institute gives out the Kerzner Award once a year to one project manager in Northeast Ohio that has demonstrated excellence in project management. They also give out a second Kerzner Award for project of the year in Northeast Ohio.

- The Project Management Institute (National Organization) in cooperation with IIL has initiated the Kerzner International Project Manager of the Year Award given to one project manager yearly anywhere in the world that demonstrated excellence in project management.

- The Project Management Institute also gives out four scholarships each year in Dr. Kerzner’s name for graduate studies in project management.

- Baldwin-Wallace University has instituted the Kerzner Distinguished Lecturer Series in project management.

- The Italian Institute of Project Management presented Dr. Kerzner with the 2019 International ISIPM Award for his contributions to the field of project management.

Dr. Harold Kerzner can be contacted at hkerzner@hotmail.com

Dr. Al Zeitoun, PgMP, PMI Fellow

System Thinker & Transformation Advisor
Maryland USA

Dr. Al Zeitoun is a Future of Work, business optimization, and operational performance excellence thought leader with global experiences in strategy execution. His experiences encompass leading organizations; delivering their Enterprise Digital and Business Transformation; guiding fitting frameworks implementations; and using his empathy, engineering insights, and collaboration strengths to successfully envision new business models and execute complex missions across diverse cultures globally.

In his recent role with Siemens, he was a Senior Director of Strategy responsible for driving the global program management practices, Master Plan governance, and enabling the Strategy Transformation processes and priorities.

In his position, as the Executive Director for Emirates Nuclear Energy Corporation, Abu Dhabi, UAE, he was responsible for creating the strategy execution framework, achieving transformation benefits, governance excellence, and creating the data analytics discipline necessary for delivering on the $40B complex country energy mission roadmap.

At the McLean, USA HQ of Booz Allen Hamilton, Dr. Zeitoun strategically envisioned and customized digitally enabled EPMO advisory, mapped playbooks, and capability development for clients’ Billions of Dollars strategic initiatives. Furthermore, he led the firm’s Middle East North Africa Portfolio Management and Agile Governance Solutions.

With the International Institute of Learning, Dr. Zeitoun played a senior leader and global trainer and coach. He was instrumental in driving its global expansions, thought leadership, and operational excellence methodology to sense and shape dynamic ways of working across organizations worldwide. He speaks English, Arabic, and German and enjoys good food, travel, and volunteering. Dr. Al Zeitoun can be contacted at zeitounstrategy@gmail.com

The lifecycle or the cycle of life

David Pells — Wed, 06 May 2026 18:28:31 +0000

Reading and Reflecting – with ‘Meet the Managers’

STORY

By Tom Taylor

A project manager from UK

In a busy world is there sufficient time to develop and apply our reflection capabilities? This ‘Meet the Managers’ series of short stories may appear to be frivolous and irreverent. But their true purpose is to stimulate our reflective skills – in ourselves as readers and with our colleagues as teams or communities or families – for each story.

These reflections can be shallow or deep, quick or longer, reactionary or considered. Having read and reflected on these pieces it may be possible to read and reflect on other articles in the PMWJ.

Someone asked: who are the Aspiring Managers to whom these stories and reflections are addressed – are they students? Well yes – and of all generations. Everyone is a manager – just to get by in the 21^st century. It is possible to aspire to be a better manager. For example, the author started this project management lark in the 1970s, yet probably approaching the midpoint of his PM career he still aspires to be a better manager.

Very best wishes with your reading and reflecting.

___________

No.5 – The lifecycle or the cycle of life

This is a sad story – at the beginning.

Daddy Manager, Mummy Manager and the two junior Managers all like animals.

The Managers had a hamster. It died. We said it would be a sad story.

The Managers then had a stick insect. It died. It is getting sadder.

The Managers decided to review the lifecycles of their pets and of other possessions.

Lifecycles are not the same as lifestyles – although lifestyles can affect lifecycles.

The Managers decided to talk about inanimate* objects as this was less emotional – or sad – compared with living and dying things.

Houses take a long time to design, approve and build. But this early time for a house up to its initial occupation was really short compared to the later and much longer time of occupation when it will be lived in until its final vacation and removal.

More…

To read entire welcome article, click here

How to cite this work: Taylor, T. (2026). The lifecycle or the cycle of life, Meet the Managers, series story 5, PM World Journal, Vol XV, Issue V, May. Available online at https://pmworldjournal.com/wp-content/uploads/2026/05/pmwj164-May2026-Taylor-Managers-Story-5-life-cycles.pdf

About the Author

Tom Taylor

London, UK

Tom Taylor is Principal with Dashdot and joint founding director of Buro Four in the United Kingdom. For many years, he has been a central figure in the Association for Project Management (APM) in the UK as former APM president, vice-president, Chair and London Branch. Via APM he has achieved Chartered Project Professional (ChPP), Registered Project Professional (RPP), an Honorary Fellowship, the inaugural President’s Medal from Professor Martin Barnes and APM’s prestigious Sir Monty Finneston Award for lifetime achievement. Visit www.apm.org.uk

Tom is known as:

A popular, confident and energetic speaker and broadcaster;
A prolific author and publisher on innovative business and original management issues;
An experienced and enthusiastic lecturer and course leader;
And an award-winning, highly experienced manager of projects, advisor and consultant.

Tom’s professional career so far has been in property and construction in UK in front line roles – from theatres to manufacturing, from residential to harbour works – significant to less so – with contractors, designers and as a consultant – as employer, employee and entrepreneur – within major organisations and “all-on-my-own” – prize winning and mundane. It’s been rewarding and enjoyable – so far.

He is an advisor on projects, programmes, enterprises and business, as principal at Dashdot – a consultancy and publishing vehicle – please go to www.dashdot.co.uk

He is a joint founder from 1985 and occasional advisor with Buro Four – an eminent project management outfit based in UK – please go to www.burofour.com

Tom has been a guest lecturer at several universities, a previous Visiting Professor at Salford University and an external examiner at UCL.

Tom is a supporter of Membership Associations (MAs) of International Project Management Association (IPMA), Young Crews – and their events. Visit www.ipma.org

Tom attends, speaks and hosts PM events in UK and round the world. He holds honorary positions with project management associations in Finland, Kazakhstan, Nepal, Portugal, Spain and UK plus with IPMA.

“Continuing to be involved in front line projects and the journey of the project management community, over the last fifty years or so, has certainly been fascinating, rewarding and enjoyable – as a bystander, passenger, navigator and driver. Changing technologies and surprising opportunities have had significant impact for me, and on me. However, it is people, the colleagues, who are most important – with our collective commitment, common purpose and good humour. I have been very fortunate indeed in that aspect. Approaching my likely career midpoint, I am looking forward to more good projects, with good people, with good humour.”

A current personal profile of Tom is available at www.tomtaylor.info and he may be contacted at tomtaylor@dashdot.co.uk

Welcome to the May 2026 PMWJ

David Pells — Thu, 07 May 2026 19:26:05 +0000

WELCOME

By David Pells

Managing Editor

Addison, Texas, USA

Welcome to the May 2026 edition of the PM World Journal (PMWJ), our 164^th monthly edition. This month’s PMWJ is another diverse and interesting edition, with 49 new works by 54 different authors representing 19 different countries. The new additions this month bring our totals to 5,742 works by 2,269 different authors representing 90+ countries published in the PMWJ to date and archived in the PM World Library. This month’s edition may well be our largest one yet, jam packed with interesting research papers, useful articles and entertaining stories, reports and book reviews. It even includes some recent news. But it’s taken an extra day or two to produce; that said, I hope it was worth the wait. I share some highlights and introductory information about the many contributions below, but first I thought a short follow up to my comments last month about the future of the PMWJ and library might be in order.

Introduction – Update on the Future of the PMWJ and Library

First of all, I am now looking forward to retiring, as I fast approach the late seventies in age. As the PMWJ and Library have grown, so have the time and effort to publish each month. I want to spend more time with my wife and daughter, explore some new places and activities, pursue some new hobbies and, well, give it a rest. Retirement may even provide more time to write my own articles and document some of my own knowledge and experience in the project management field, which I officially entered in 1976 (coincidentally, 76 is also my current age.)

So this is my first announcement that we are looking for a new home for the PM World Library (PMWL) and journal. The PMWL is where the legacy is, the collection of the thousands of good articles and papers published in the PMWJ since 2012 (and many older works as well). In addition to an archive of works published in the PMWJ over the years, we expanded the library ten years or so ago to more resemble traditional libraries, with access to more reference materials and links to many other resources not residing in our own library. The PMWL has thus become a tremendous resource for both new and continuous learning related to project and program management. In fact, students already represent the largest single category of library registrations (we offer two years of free membership to students and unlimited free access to professors).

But back on the subject of archiving works published in the PMWJ, the PMWL now contains legacy works by many authors. Many of you reading this welcome article and contents of the PMWJ this month will also have an author showcase webpage in the library where your published works can be found, downloaded and read by readers around the world. So we think, I think, this body of previously published works deserves to be preserved. Of course, as a collection of tremendous PM knowledge and experience; it should all be preserved and available for readers in the future.

In addition, I think some sections of the PMWL may be pretty unique. For example, the section on Public PPM resources provides links to PM related regulations, standards, practices and other information and documents from federal and state government agencies in the United States (and a few other countries). The section titled “Solving Global Problems” contains subsections on global initiatives and organizations, emergency response and disaster recovery, solving global human and social problems, solving global environmental problems, and animal rights and protections. The section on PM Profession resources was intended to contain information about the worlds PM professional bodies standards, qualifications, etc. The library now contains 22 subsections, each offering access to hundreds of PM-related resources. We think the PMWL is both unique and valuable.

The PMWJ is a platinum level open source journal (everything is free to publish, access, read and download). The PMWJ is also relatively unique in that authors can retain copyright to their own works. The PMWJ has thus become a valuable service to both authors and readers; the PMWL has also become a valuable service for authors as a repository of their works and to visitors as an ever-expanding resource for PM learning. The PMWJ and PMWL go hand-in-hand, the PMWJ produces new knowledge and then monthly increases to the collection in the PMWL. The PMWL provides an archive of all works originally published in the PMWJ, as well as author showcases where works are archived by and for authors and their readers.

We now think the most feasible home for the PMWL might be at a university, where libraries are historically needed and maintained, and many of which also support the production of journals and other publications. Perhaps obviously, such a university might need to have already committed to project management education and learning (and perhaps research), so there are probably a limited number of candidates. But what a resource the PM World Library and Journal could provide! I also think they could help attract more students, both locally and internationally. Perhaps more importantly, such a move should also provide more resources for curating and enhancing the library.

More…

Visit the latest edition of the PMWJ at www.pmworldjournal.com

How to cite this work: Pells, D. L. (2026). Welcome to the May 2026 PMWJ, PM World Journal, Vol. XV, Issue V, May. Available online at https://pmworldjournal.com/wp-content/uploads/2026/05/pmwj164-May2026-Pells-Welcome-to-the-May-2026-pmwj-3.pdf

About the Author

David L. Pells

Managing Editor, PMWJ
Managing Director, PMWL

David L. Pells, PMI Fellow, HonFAPM, ISIPM, PMA is Managing Editor and publisher of the PM World Journal (www.pmworldjournal.com) and Managing Director of the PM World Library (www.pmworldlibrary.net). David is an internationally recognized leader in the field of professional project management with nearly 50 years of experience on a variety of programs and projects, including engineering, construction, energy, defense, transit, technology and nuclear security, and project sizes ranging from thousands to billions of dollars. He recently acted as a program management advisor for two major U.S. national nuclear security programs.

David Pells has been an active professional leader in the United States since the 1980s, as founder and president of several PMI chapters, founder of PMI’s first SIG (Project Earth), and member of the PMI board of directors twice. He was founder and chair of the Global Project Management Forum (1995-2000), an annual meeting of leaders of PM associations from around the world. David was awarded PMI’s Person of the Year award in 1998 and Fellow Award, PMI’s highest honor, in 1999. He is also an Honorary Fellow of the Association for Project Management (APM) in the UK; the Instituto Italiano di Project Management (ISIMP) in Italy; and Project Management Associates (PMA) in India.

Former managing editor of PM World Today, he is the creator, editor and publisher of the PM World Journal (ISSN: 2330-4880) and creator and curator of the PM World Library. David has a BA in Business Administration from the University of Washington and an MBA from Idaho State University in the USA. He has published widely and spoken at conferences and events worldwide. David lives near Dallas, Texas and can be contacted at editor@pmworldjournal.com.

To see other works by David Pells, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/david-l-pells/

Expanding Access to AI in the Enterprise

David Pells — Tue, 05 May 2026 17:57:01 +0000

Designing Tools for Non-Technical Professionals

in Regulated Industries

PEER REVIEWED PAPER

By Rishiraj Kohli

Ph.D. Candidate
University of the Cumberlands

Carmel, Indiana, USA

Abstract

Across the globe, AI (Artificial Intelligence) is revolutionizing business, but industries that fall under strict regulation are still facing many impediments in terms of compliance, worries related to morality, and inaccessibility for individuals who are not technically oriented. The majority of AI tools are put in place for the most skilled users, thus, the rest which consists of compliance officers, healthcare administrators, and other domain specialists are left out. This writing drafts a roadmap which comprises usability, interpretability, and compliance-by-design as the fundamental principles that could aid the breakthrough of AI in regulated scenarios.

We hold the view that the use of the responsible AI will not only be of the technical strength kind, but it will also require the easy-to-use, communication-friendly, and embedded safeguards out of which the last one is by default. For instance, a healthcare non-technical compliance officer through the help of AI can be able to analyze safety reports of patients and at the same time keep the audit readiness. The key point of this research is the design of a framework which is a balance between accessibility and accountability that represents the real possibilities of enterprises, professionals, and policymakers as a result of this study.

This study addresses the barriers that limit AI adoption in regulated industries by introducing a framework grounded in usability, interpretability, and compliance-by-design. The research advances responsible AI by making tools accessible to non-technical professionals such as compliance officers and healthcare administrators, ensuring accountability while enabling enterprises and policymakers to harness AI with confidence.

Keywords: Artificial Intelligence (AI), Democratization of AI, Compliance-by-design, Usability, Interpretability, Regulated industries

Introduction

Context & Motivation

AI is currently a major component of digital transformation in all sectors. It enables them automate their processes, derive insights and better decision making. This potential is particularly appealing in highly regulated industries, such as healthcare, finance, insurance and law. In this case, high throughput of the information could substantially increase the efficiency and accuracy (Dwivedi et al., 2021). But the acceptance of AI in these fields is a continued challenge. The majority of AI tools are developed for technical professionals, and would assume a certain level of coding, data science or machine learning expertise to use effectively (Herm et al., 2022). This design decision ignores those professionals in the domain who know they need AI and know how to use AI effectively, but aren’t able to program tools of today.

More…

To read entire interview, click here

How to cite this paper: Kohli, R. (2026). Expanding Access to AI in the Enterprise: Designing Tools for Non-Technical Professionals in Regulated Industries; PM World Journal, Vol. XV, Issue V, May. Available online at https://pmworldjournal.com/wp-content/uploads/2026/05/pmwj164-May2026-Kohli-Expanding-Access-to-AI-in-the-Enterprise.pdf

About the Author

Rishiraj Kohli

Indiana, USA

Rishiraj Kohli is a Senior IT Project Manager at Schwarz Partners, where he leads enterprise technology and digital transformation initiatives across logistics, packaging, and regulated industries. He has more than a decade of experience managing multimillion-dollar IT and AI-driven programs in insurance, healthcare, and manufacturing. Rishiraj is a Ph.D. candidate in Information Technology with a concentration in Artificial Intelligence at the University of the Cumberlands (expected 2027) and holds professional credentials as a Project Management Professional (PMP) and Certified ScrumMaster (CSM). His work focuses on bridging governance, compliance, and innovation by enabling non-technical professionals to responsibly adopt AI technologies. He has authored multiple scholarly and professional articles on AI adoption, project governance, and risk management, and continues to contribute thought leadership at the intersection of project management and emerging technologies. rishirajkohli@gmail.com | rkohli5848@ucumberlands.edu

Interview with Rory McLeod

David Pells — Tue, 05 May 2026 18:18:41 +0000

Planning for accessibility & inclusivity, designing for

variability rather than predictability!

Interview with Rory McLeod

Executive and Artistic Director, Xenia Concerts
Toronto, Ontario, Canada

Photo by Terry Lim

Interviewed by Yasmina Khelifi
International Correspondent, PM World Journal
Paris, France

Introduction to the interviewee

Rory McLeod is a musician, arts executive and concert designer dedicated to creating inclusive and human-centered musical experiences. As Executive and Artistic Director of Xenia Concerts, he leads an organization recognized as a leader in accessible concert design and presentation in Canada.

Since joining Xenia Concerts in 2021, Rory has guided the organization through a period of significant growth, expanding its audience reach and strengthening partnerships with artists, presenting organizations, and disability service providers. Under his leadership, Xenia Concerts now produces more than 35 concerts annually and collaborates with a wide network of stakeholders, including musicians, venues, educators, and community organizations. The organization has also been recognized as a finalist for the Toronto Arts Foundation’s Arts for Youth Award in 2024 and 2025.

Rory’s work focuses on embedding accessibility into all aspects of project design and delivery, informed in part by his studies in Inclusive Design at OCAD University. In addition to his leadership role, he is a frequent speaker and educator on topics including concert accessibility, social innovation, and collaborative leadership, and has worked with institutions and training programs across Canada.

As an active violist, Rory performs with orchestras and chamber music festivals across North America. His work across artistic, educational, and organizational contexts reflects a consistent goal: to strengthen the performing arts sector through inclusion, collaboration, and meaningful community engagement.

Email: rory.mcleod@xeniaconcerts.com
Website: https://www.xeniaconcerts.com
LinkedIn: https://www.linkedin.com/in/rorymcleodtoronto

Interview

Q1: Thank you for accepting our invitation. Can you explain how you came to work at Xenia Concerts? I have seen that you are a musician.

Rory McLeod (McLeod): My path to Xenia Concerts is rooted in my work as a violist and my longstanding interest in how musical experiences are designed. Alongside my performance career, I’ve always been interested in shaping concerts with the full audience experience in mind—not just the artistic content, but how people encounter, navigate, and remember an event.

In 2013, I founded an initiative called Pocket Concerts, which presented small-scale performances in alternative venues across Toronto, including homes, offices, and cafés. While the goal was to create more intimate and interactive concert experiences, it also became a way to explore how every element of an event—from initial communication to the physical environment and audience expectation—affects engagement. Ultimately, I came to see concerts as opportunities for social connection and personal fulfillment through collective emotional experiences.

Through that world, I began to recognize some of the systemic and social barriers embedded in traditional concert formats, particularly for audiences who may have unmet accessibility needs or feel excluded by tacit sociocultural expectations. When the opportunity arose to join Xenia Concerts as Executive and Artistic Director in 2021, it was an exciting opportunity to address those barriers more directly and at a larger scale.

One of the things that stood out to me about Xenia Concerts was that, from its early stages, the organization was already applying a core principle of inclusive design: leadership by those most impacted. The founders (the members of the Cecilia String Quartet) had worked closely with individuals with lived experience of neurodivergence and disability, as well as caregivers, healthcare professionals, and community partners such as Autism Ontario. This meant that the design of their concerts was grounded in real-world experience, rather than assumptions about audience needs.

When I was hired, I was also struck by both the authenticity of the organization’s mission and the strength of its approach, as well as the significant potential for growth. Xenia Concerts was already a national leader in inclusive concert design, but there was clearly an opportunity to expand its impact—both by reaching more audiences within disability communities across Canada and beyond, and by deepening the organization’s understanding of accessibility and sharing that knowledge more broadly within the arts sector.

During my first year in the role, I studied Inclusive Design at OCAD University, which gave me a more formal framework for understanding and building on this work. Since then, my focus has been on applying these principles in a structured way—leading projects where accessibility is not an add-on, but a central design consideration shaped through ongoing collaboration with the communities we serve.

Q2: What kind of concerts do Xenia Concerts propose?

More…

How to cite this interview: Khelifi, Y. (2026). Planning for accessibility & inclusivity, designing for variability rather than predictability! Interview with Rory McLeod, Xenia Concerts, PM World Journal, Vol XV, Issue V, May. Available online at https://pmworldjournal.com/wp-content/uploads/2026/05/pmwj164-May2026-Khelifi-Interview-with-Rory-McLeod.pdf

About the Interviewer

Yasmina Khelifi

Paris, France

Yasmina Khelifi, PMP, PMI- ACP, PMI-PBA is an experienced project manager in the telecom industry. Along with her 20-year career at Orange S.A. (the large French multinational telecommunications corporation), she sharpened her global leadership skills, delivering projects with major manufacturers and SIM makers. Yasmina strives for building collaborative bridges between people to make international projects successful. She relies on three pillars: project management skills, the languages she speaks, and a passion for sharing knowledge.

She is a PMP certification holder since 2013, a PMI- ACP and PMI-PBA certification holder since 2020. She is an active volunteer member at PMI France and PMI UAE, and a member of PMI Germany Chapter. French-native, she can speak German, English, Spanish, Italian, Japanese and she is learning Arabic. Yasmina loves sharing her knowledge and experiences at work, in her volunteers’ activities at PMI, and in projectmanagement.com as a regular blogger. She is also the host and co-founder of the podcast Global Leaders Talk with Yasmina Khelifi to help people in becoming better international leaders.

Yasmina can be contacted at https://yasminakhelifi.com/ or LinkedIn: https://www.linkedin.com/in/yasminakhelifi-pmp-telecom/

Visit her correspondent profile at https://pmworldlibrary.net/yasmina-khelifi/

To view other works by Yasmina, visit her author showcase in the PM World Library at https://pmworldlibrary.net/authors/yasmina-khelifi/

Data-driven Construction Management

David Pells — Tue, 05 May 2026 18:31:10 +0000

A Trilogy, Part I: “Digital infrastructure as an

agreement of intrinsic value within large-scale

projects in the United States of America.”

FEATURED PAPER

By Daniela M. Ledezma, Eng.

San Antonio, Texas, USA

Abstract

In 2021, Dr. Timea Nochta presented: “Urban Governance and Digital Technologies – Evolution or Revolution?” She stated: “Technology providers offer ‘revolutionary’ solutions that promise to fundamentally transform urban planning and development, infrastructure management and services, as well as life and experience in city ^[1].” This prompts us to consider: What would be the strategies to integrate these technologies into markets that already perceive their results as ‘adequate,’ without imposing their adoption?

Current strategies serve as a starting point for addressing the inherent intricacy of the digital transformation ecosystem. In this context, the coexistence of established operational practices and emerging digital capabilities introduces organizational complexity, especially when trying to alter established work habits and methodologies. Additionally, ongoing projects are growing in scale and require information management that is more: advanced, transparent, digitalized, sophisticated, and auditable. Furthermore, the limited availability of specialized professionals, both those who are trained and those still in training—to operate and manage these technologies, increases the complexity of the environment and poses a considerable challenge.

In 2025, Hayden Jr., W. (2025), in his article “Human Systems Engineering – A Trilogy, Part III: Managing Projects Successfully in a World of Uncertainty,” published in PM World Journal, Vol. XIV, Issue IX, September ^[2], states: “A bad system will beat a good person every time.” This innovative concept introduces the methodology of “Systems Thinking” emphasizing the understanding that projects operate as systems, where people, processes, technology, and leadership interact harmoniously to achieve successful outcomes.

Keywords: Data, Systems Thinking, Technology, Innovation, Management, Governance

____________________________

1 Introduction

1.1 Data: The New Oil in Various Industrial Markets

Industries in general do not have a data problem. They have a data fragmentation problem. In 2019, my professional experience in industrial settings involved working with single and double-layer laminates made from materials such as CPP and PEBD for food packaging in Santiago, Chile. This role marked a shift from my previous work in the construction sector. I had foundational skills in data analysis and Power BI, along with familiarity with Tableau and Qlik Sense. Because the company had lost its quality certification, we implemented key performance indicators (KPIs) to support the annual recertification process and restore the certification. The procedure resembled earlier ones, requiring daily extraction of databases from platforms connected to machines used for laminating, cutting, and other processes.

At that time, I noticed that industrial environments needed to incorporate digital transformation and control tools to make strategic decisions. We can say: Technology was being implemented but not integrated. Digital solutions were beginning to replace pen and paper, responding to efficiency demands, but they lacked a robust methodological framework for transforming data into operational intelligence. Likewise, I observed that the construction industry faces similar challenges in adopting new technologies, especially in traditional sectors, due to a shortage of staff, resources, professional biases, or limited openness to change. The challenge is not the availability of technology. It is the inability to orchestrate it. Rather than making it easier, technological integration often becomes a socio-professional challenge. Technologies such as AR^[3], VR^[4], MR^[5], XR^[6], Lidar^[7], IoT sensors^[8], and drones have become increasingly accessible and useful; today, it is common to manage information on digital platforms within the sector. However, the biggest challenge remains managing change effectively. Understanding the true value of generated data is essential for driving organizational digital transformation, as it delivers immediate benefits that far outweigh the required adaptation efforts…

More…

How to cite this paper; Ledezma D. Eng, (2026). Data-driven construction management. “Digital infrastructure as an agreement of intrinsic value within large-scale U.S. projects.” A trilogy, Part I.– The digital project management environment as the structural backbone in multinational companies specializing in road and bridge construction worldwide. PM World Journal, Vol. XIV, Issue V, May 2026. Available online at https://pmworldjournal.com/wp-content/uploads/2026/05/pmwj164-May2026-Ledezma-Data-driven-construction-management-part-1.pdf

About The Author

Eng. Daniela M. Ledezma

San Antonio, Texas – USA

Daniela M. Ledezma holds a degree in Construction Management Engineering (2011) and Diplomate in Technical Inspection and Quality Management (2021). She is currently studying M.S. degrees in Global Smart City Management (2026). She has successfully overseen digital projects of varying sizes and complexities in: Venezuela, Chile and the United States of America. She is specialized in project planning, scheduling, and management control, supporting construction teams and stakeholders through structured project controls practices. Experienced in developing cost analyses, unit price evaluations, quantity take-offs, cost curves, baseline schedules, and budget control frameworks. She has a strong background in schedule monitoring, progress measurement, performance analysis, and KPI’s development, ensuring alignment between physical execution and financial performance. Daniela is proficient in developing and leveraging digital tools and digital Transformation (BI-Bim-Data) to enhance reporting accuracy, project visibility, and decision-making efficiency.

Daniela can be contacted at: Daniela Ledezma | LinkedIn

[1] Urban Governance and Digital Technologies – Evolution or revolution? – Dr Timea Nochta
[2] Hayden, Jr., W (2025). Human Systems Engineering – A Trilogy, Part III: Managing Projects Successfully in a World of Uncertainty, featured paper, PM World Journal, Vol. XIV, Issue IX, September.
[3] Augmented Reality
[4] Virtual Reality
[5] Mixed Reality
[6] Extended Reality
[7] Light Detection and Ranging
[8] Internet of Things

Challenges that Influence Construction Project Designs

David Pells — Tue, 05 May 2026 18:44:56 +0000

in Rivers State, Nigeria

FEATURED PAPER

By Godknows Chima Uchendu ⁱ and Ibeawuchi Ifeanyi Echeme, PhD ⁱⁱ

ⁱProject Monitoring & Supervision
Niger Delta Development Commission
Rivers State, Nigeria.

ⁱⁱProject Management Technology
Federal University of Technology
Owerri, Imo State, Nigeria

Abstract

This study analyzed the challenges that influence construction project designs in Rivers State Nigeria. The objectives are to: determine whether cost of design can significantly influence construction project designs; determine whether adherence to design codes can significantly influence construction project designs; ascertain the level of influence that skilled designers have on construction project designs; ascertain the extent to which regulatory agencies influence construction project designs; determine extent to which negligence of design influence construction project designs. Descriptive survey design technique was used and questionnaire was deployed in collecting data. The data collected were analyzed and presented using descriptive statistics, multiple regression analysis. T- test result indicate that unskilled designers is the most influential element in an effort to develop standard construction project designs in Rivers State. Hence, the study conclude that skilled personnel should be engaged in construction project design development. Also the high cost of designs can be minimized if the regulatory authorities are active in their responsibilities and policies made to create a conducive economic and social environment for enhancement of the well-being of the citizen of Rivers State and Nigeria in general. Among other recommendations, engagement of design experts to oversee the process of designing any project before implementation is very crucial.

Keywords: construction project designs, cost of design, skilled designers, design codes, Rivers State.

1.0 Introduction

Construction project design is the first step towards achieving success or failure. This is because design provides a stepping stone for planning and implementing construction projects (Ricardo, 2020). There is no doubt that the nature of project design determines the ability to achieve success in the delivery of projects especially, construction projects. If designs are poorly designed, it makes it difficult to successfully deliver the project and vice versa. Many times construction projects witnessed failure or abandonment due to wrong designs; hence, it becomes impossible to achieve the set goal for the project and this adversely affect development. Hence, the construction industry worldwide is under great pressure to produce perfect designs that can deliver better value for money and a more sustainable built environment (Shabbab, 2010). According to Shabbab (2010), there are reoccurring calls to improve the performance of construction industry in line with other industries, such as the manufacturing industry.

However, studies have shown that the construction industry has not been performing to its expectation due to the global technological and financial challenges coupled with the development process of design and production (Ricardo, 2020; Alexey, 2022). The importance of project design and its concepts are increasing by the day. This has attracted global attention and has become the center of discuss among project practitioners and researchers on the best approach to adopt in order to achieve effective and efficient project designs that will assist in the planning and execution of projects for economic development. According to Lucy (2021), a project is considered to be successful if the goals of the project are achieved. Lucy (2021) further stated that having a skilled project manager with the capacity to develop and illustrate designs is the first step to realizing project objectives, but there are other major factors that contribute to the project success. To be successful, projects require careful designing, planning, effective communication, and attention to project details. This is because project design highlights goals, functionality, and any other information that is required for the developers to successfully complete the project (Alexey, 2022). According to (Rahman et al., 2021), the role of specification in the design process is significant to project success. In the project specification document, the description of the desired outcome is described by a set of requirements. A clear description of the desired project outcome is critical because it will increase the chances of achieving an effective and efficient design. In order to have a clear description, the number of requirement statements must be sufficient to guide design engineers to proceed from the abstract to the concrete solution so as to realize the aim of the project. The project design specification defines the management plan of a project as a whole. It should list the needs, objectives, constraints, expected features, deadlines and budget as accurately as possible as these may be underlying factors affecting project completion (Ricardo, 2020).

More…

How to cite this work: Uchendu, G. C., Echeme, I. I. (2026). Challenges that Influence Construction Project Designs in Rivers State, Nigeria, PM World Journal, Vol XIV, Issue V, May. Available online at https://pmworldjournal.com/wp-content/uploads/2026/05/pmwj164-May2026-Uchenda-Echeme-construction-project-design-challenges.pdf

About the Authors

Godknows Chima Uchendu

Rivers State, Nigeria

Engr. Godknows Chima Uchendu is a staff of Niger Delta Development Commission (NDDC), Port Harcourt Rivers State in the Department of Project Monitoring and Supervision. He is an indigene of Rumuakunde Emohua, in Emohua Local Government area of Rivers State, Nigeria. He was born in late 70s and had his primary and secondary school in Emohua. Uchendu studied Civil Engineering at the University of Nigeria, Nsukka. An MSc. candidate in the Department of Project Management Technology, Owerri. He is happily married with children.

Ibeawuchi Ifeanyi Echeme, PhD

Imo State, Nigeria

Ibeawuchi Ifeanyi Echeme is a lecturer in the department of Project Management Technology, Federal University of Technology, Owerri. Echeme has a B.Tech, MSc, and PhD in Project Management Technology and has published more than fifty (50) articles in both international and national reputable journals. Dr. Echeme has published a textbook on Project Time, Cost and Quality Management. He is a Chartered member of Chartered Institute of Project Managers Nigeria (CIPMN), Chartered member, Association of Practicing Project Managers of Nigeria (APPMON), Certified Project Director (CPD) and a member of International Project Management Professionals (IPMP). Dr. Echeme has presented papers in conferences and workshops within and outside Nigeria. He can be contacted through; ibeecheme@yahoo.com

Sustainability of Public Sector Water Projects:

David Pells — Tue, 05 May 2026 18:54:53 +0000

A Case of Anambra-Imo River Basin

Development Authority, Nigeria

FEATURED PAPER

By ⁱUche Godswill Onyeka, ⁱⁱIbeawuchi Ifeanyi Echeme, PhD,

ⁱⁱⁱEmmanuel Chinenye Ubani, PhD

ⁱMD/CEO, Transparent Projects Services Ltd.

^{ii, iii}Project Management Technology
Federal University of Technology

Owerri, Imo State, Nigeria

Abstract

This study appraised public sector water project performance for sustainability. The objectives are: to appraise the influence of community ownership, involvement and participation on sustainability of public sector water projects in Anambra-Imo River Basin Development Authority (AIRBDA); to examine the extent to which water level of the areas affect the sustainability of public sector water project in AIRBDA; to determine the influence of technology used in extraction of water to the sustainability of public sector water project in AIRBDA and; to ascertain the level of influence that the distance between the beneficiary and location of water projects have on the sustainability of the projects in AIRBDA. Descriptive survey method was adopted and data collected via questionnaire. Data collected were analyzed using descriptive statistics and t-test technique. The results show that Community ownership & Involvement, water level and, technology use in the extraction of water have significant influence on public sector water project performance, while distance between the beneficiaries and water project location does not significantly influence on the performance of public sector water projects. Hence, the study recommends; Proper orientation/user education & needs assessment of public water projects, detailed investigation on the hydrogeology and ground water level, cost effective and easy to maintain type of technology for public water projects and, removal of bureaucratic tendencies in sitting public sector water projects and the survey carry out to determine the most suitable location to site the project to reduce the suffering of the people and enhance sustainability.

Keywords: Sustainability, public sector, project performance, Anambra-Imo River Basin Authority, community ownership & involvement, ground water level

1.0 INTRODUCTION

Water is a natural resource that is necessary for sustenance of life, ecological system and a key resource to social and economic development. Government, non-governmental organizations, local and international organizations from all over the world have implemented water projects to promote safer rural water supply and sanitation over the years. However, in most project areas, there is lack of sustainability of these water infrastructures and water supply systems as a result of economic, social and environmental factors. (Harvey & Reed, 2007) attributed it to lack of community ownership of the projects.

Recent figures of operational failures rate from different African countries range from 30 – 60% (Sutton, 2025) Anambra-Imo River Basin Development Authority (AIRBDA) is no exception. AIRBDA is a parastatal under the Ministry of Water Resources, a ministry with the direct responsibility for water provision to the general public across the nation. Like other river basin development authorities in Nigeria, AIRBDA is in charge of catering for water and agricultural need of people in the five South-eastern (Abia, Anambra, Ebonyi, Enugu, and Imo) States (Onyeka, 2024).

However, it is a common phenomenon to observe non-functional water systems just a few years after implementation e.g. lack of adequate protection such as fencing the project site, vandalization of solar pumping systems for boreholes, non-operational and complete abandonment of other water projects in various communities in the Southeast where the AIRBDA control.

Studies have revealed that the main issue in these communities is willingness and the ability of these communities to manage and maintain these water projects and its accompany infrastructures through commitment of time and resources to the protection, operation and maintenance of rural water influence the sustainability of water projects (Gleitsmann, 2005). According to Harvey and Reed (2007) community involvement strongly influence sustainability of water infrastructures. AIRBDA has done remarkably well in the area of providing water and accompany infrastructures across the states under their operational area. There is presence of AIRBDA water project in virtually all the communities in the south east. Huge amount of resources has been deployed through the authority to carter for the water needs of the communities. However, constituent projects from the government are carried out through the authority and most of the politicians representing various constituencies have in the past and present received a fair share of water projects from the authority.

Unfortunately, casual observation reveal that most of these projects are not serving these communities. Nevertheless, the projects are completed and handed over to the people, but benefits are not there. Out of the 15 project surveyed, only 5 is functional as at the time of this study (see Appendix). This represent 33.33% sustainability. This is low. One keeps wondering if the ‘need assessment’ of these projects were not carried out before embarking on these water projects (Onyeka, 2024). The non – operational water resource projects in the operational area of AIRDBA leaves a lot to desire. It is against this background that this study seeks to investigate the factors influencing sustainability of these water projects and to find ways to increase sustainability in the water project to make them meet their objectives.

More…

How to cite this paper: Onyeka, U. G., Echeme, I. I., Ubani, E. C. (2026). Sustainability of Public Sector Water Projects: A Case of Anambra-Imo River Basin Development Authority, Nigeria; PM World Journal, Vol. XV, Issue V, May. Available online at https://pmworldjournal.com/wp-content/uploads/2026/05/pmwj164-May2026-Onyeka-sustainability-of-public-sector-water-projects.pdf

About the Authors

Uche Godswill Onyeka

Imo State, Nigeria

Uche Godswill Onyeka is the MD/CEO Transparent projects services Ltd, Owerri Imo State. He was born on the 1st of June 1972 at Nkwerre in Nkwerre local government area of Imo State Nigeria. He attended central school Nkwerre for his primary school and St Augustine Grammer School Nkwerre for his secondary school and graduated in 1988. He obtained a BSc in geology from the University of Nigeria in 1996. He worked brief with Interdrill oil services company in Warri, Delta State. He went into full-time geologic practice with core interest in water projects. He later enrolled in the Federal University of Technology Owerri where he obtained his post graduate diploma and MSc degrees in Project Management Technology. He is happy married man with four sons.

Ibeawuchi Ifeanyi Echeme, PhD

Owerri, Imo State Nigeria

Ibeawuchi Ifeanyi Echeme is a lecturer in the department of Project Management Technology, Federal University of Technology, Owerri. Echeme has a B.Tech, MSc, and PhD in Project Management Technology and has published more than Sixty (60) articles in both international and national reputable journals. Dr. Echeme has published a textbook on Project Time, Cost and Quality Management. He is a Chartered member of Chartered Institute of Project Managers Nigeria (CIPMN), Chartered member, Association of Practicing Project Managers of Nigeria (APPMON), Certified Project Director (CPD) and a member of International Project Management Professionals (IPMP). Dr. Echeme has presented papers in conferences and workshops within and outside Nigeria. He can be contacted through; ibeecheme@yahoo.com

Emmanuel C. Ubani, PhD

Imo State, Nigeria

Prof. Emmanuel C. Ubani holds BSc. and MEng in Industrial Engineering; PhD in Project Management Technology. Former Head, Department of Project Management Technology, and former Associate Dean, School of Management Technology, Federal University of Technology Owerri. He is a member of Nigeria Society of Engineers (MNSE), Fellow Institute of Industrial Administration (FIIA). He has published widely in both International and local Journals.

Systems Approach to Project Management Office

David Pells — Tue, 05 May 2026 19:02:16 +0000

FEATURED PAPER

By Pascal Bohulu Mabelo

Johannesburg, South Africa

Abstract

There is no common understanding of what a Project Management Office (PMO) should be, what purposes it ought to serve, or what roles it must play within an organisation’s delivery ecosystem. Practitioners transitioning from project management roles often identify the PMO as a vehicle for maintaining performance within the iron triangle of cost, schedule, and quality. Conversely, those operating at the strategic level tend to construe the PMO as an engine for enhancing strategic throughput and assuring good returns on investment. This divergence creates ambiguity regarding the PMO’s purpose, scope, and organisational positioning, thereby compromising project delivery.

It is widely acknowledged that project, programme, and portfolio management are concerned not only with delivering projects right, but equally with delivering the right projects to enable value creation. An effective PMO must therefore reconcile these two perspectives. What is required is an integrated organisational mechanism that enables strategy execution through improved operations, often achieved by selecting vital, “value-adding” project initiatives and delivering them effectively.

This paper proposes a systems-based model of the PMO, conceptualised as a socio-technical system that links business performance to investment realisation and project execution. Such a model is structured across three interdependent layers—strategic, tactical, and operational—each with distinct objectives and measurement domains, thus establishing the PMO as a business imperative. Furthermore, this article introduces the concept of a delivery platform (or realisation system), comprising organisational structures, integrated processes, competencies, and appropriate tools, as the foundational mechanism enabling effective project delivery. By establishing a clear causal chain from projects to operations to enterprise performance, the proposed model provides a holistic framework for aligning strategy, execution, and value realisation in complex project environments.

Challenges the Industry Faces

Large infrastructure projects (LIPs) are critical to (and have an impact on) the host country’s macro-economy, as they result in job creation, increased export opportunities and/or reduced imports, and contribute to economic growth. Indeed, LIPs play a crucial role in socio-economic development. “Investments in modern infrastructure lay the foundations for economic development and growth. Building roads, bridges, power transmission lines, and making other improvements creates jobs. When completed [effectively], these projects help a society increase its wealth and its citizens’ standard of living [otherwise, they will destroy both wealth and standard of living]” (US DoS, 2012).

However, the LIP industry often fails to meet expectations; in fact, only a few projects are successful.
“The megaproject market is worth about $9-trillion each year [and still increasing], and globally big builds are in a [costly] mess. It is rare to have one completed on time and on budget” (Nevine, 2015).
Moreover, according to the Independent Project Analysts (IPA), “Data from more than 300 global megaprojects show that 65 percent of industrial projects with a budget larger than $ 1 billion in 2010 U.S. dollars failed to meet business objectives. In some industrial sectors, the failure rate was as high as 75 percent” (Merrow, 2011). Surely, something quite structural ought to be addressed here.

“The construction industry process is one of the most complex and risky businesses undertaken; however, it has also been suggested that the construction industry has developed great difficulty in coping with the increasing complexity of major construction projects” (Wood and Ashton, 2010).

The widespread, persistent unsatisfactory outcomes of large infrastructure projects (LIPs) in both private and public sectors indicate that traditional project management has not necessarily kept pace with the ever-increasing complexity of LIPs. Part of the problem could stem from the PMO model. The string of project fiascos persists because the traditional PMO model is structurally incomplete.

Embracing the systems approach to project delivery would entail two major implications as follows:

More…

How to cite this paper: Mabelo, P. B. (2026). Systems Approach to Project Management Office; featured paper, PM World Journal, Vol. XIV, Issue V, May. Available online at https://pmworldjournal.com/wp-content/uploads/2026/05/pmwj164-May2026-Mabelo-Systems-Approach-to-Project-Management-Office.pdf

About the Author

Pascal Bohulu Mabelo

Johannesburg, South Africa

Pascal Bohulu Mabelo (MBA, MSc Industrial, BSc Civil, Pr. Eng, Pr. CPM, Pr. PMSA, PMP) has over 25 years of professional experience in large and complex infrastructure projects, having served as a design engineer, project/programme manager, consultant, and executive. A seasoned practitioner and a recognised thought leader for his many contributions to the body of knowledge, he is also a former national chairman of Project Management South Africa (PMSA)—the largest professional project management association in Southern Africa.

An advocate for systems thinking, Pascal’s work focuses on applying systems engineering principles to navigate the complexity of large infrastructure projects (LIPs) and mitigate their chronic risks of cost and schedule overruns. His globally published books include Managing Engineering Processes in Large Infrastructure Projects (Cambridge, 2021), How to Manage Project Stakeholders (Routledge, 2020), and Operational Readiness (Routledge, 2020).

This paper builds on his prior investigations into organisational delivery capability by proposing a holistic, systems-based architectural interpretation of the Project Management Office (PMO).

His other papers can be viewed at https://pmworldlibrary.net/authors/pascal-bohulu-mabelo/

Pascal is currently a director and principal consultant at E 6 Project Consulting, or E6PC. For comments, further information, and clarifications, he may be contacted at consult@e6pc.com

Adaptive Sprint Planning

David Pells — Tue, 05 May 2026 18:05:47 +0000

A Hybrid MILP–RL Framework

for Scaled Agile Projects

PEER REVIEWED PAPER

By Enoch Oghene-Mairo OMAJEH

Port Harcourt, Nigeria

Abstract

Sprint planning in large-scale agile projects is a complex decision-making process that involves balancing task priorities, team capacity, skill alignment, and evolving project conditions. Traditional approaches rely heavily on expert judgment or static optimization models, which often struggle to adapt to dynamic environments. This paper proposes a hybrid sprint planning framework that integrates Mixed-Integer Linear Programming (MILP) with reinforcement learning (RL) to generate feasible and adaptive task allocation strategies. The MILP model ensures optimal task allocation under capacity, skill, and dependency constraints, while the RL component learns from execution feedback to refine decisions across successive sprints in a closed-loop manner. The proposed approach was evaluated using a dataset comprising approximately 500 tasks and 12 team members, with historical sprint data used as a real-world baseline. Results show that the framework consistently outperforms traditional project management outcomes, achieving improvements in task allocation quality (+6.17%), workload balance (−27.78% variance), and delivery reliability (−57.14% task spillover), while maintaining near-real-time optimization performance (≈1.94 seconds). Furthermore, simulation results demonstrate that the RL component progressively improves allocation quality over successive sprints, increasing the normalized objective score from 0.86 to 0.93. These findings demonstrate that integrating optimization with adaptive learning enables not only high-quality initial sprint plans but also continuous performance improvement over time, making the approach well-suited for dynamic agile environments.

Keywords: Adaptive Sprint Planning; Mixed-Integer Linear Programming; Reinforcement Learning; MILP-RL Framework; Hybrid Optimization; Agile Project Management; Task Allocation

1.0 Introduction

1.1 Agile Methodologies

Agile methodologies have become the go-to approaches for managing complex and rapidly evolving projects. This is because they enable teams to respond effectively to changing requirements by breaking down project development into several short development cycles that allows continuous feedback (Highsmith, 2009; Rigby et al., 2023).

However, when organizations adopt agile practices across large and geographically distributed teams, the challenge of coordinating work at scale become pronounced. Scaled agile frameworks, such as the Scaled Agile Framework (SAFe) and Large-Scale Scrum (LeSS) were developed to provide structural guidance for multi-team coordination, yet they continue to rely heavily on manual planning and human judgment.

1.2 Sprint Planning in Large-scale and Distributed Environments

Sprint planning is a critical activity in agile project management, during which tasks are selected, prioritized, and assigned to team members based on specific criteria (which include capacity, skills, and dependencies).

As the number of teams grows, this process becomes more and more complex due to heterogeneous team capabilities, inter-task dependencies, fluctuating workloads, and evolving project priorities (Larman & Vodde, 2016).

Traditional planning approaches, which are based on expert judgment and simple heuristics, are often insufficient to handle this level of complexity. And organizations using them frequently experience suboptimal workload distribution, skill mismatches, and resource bottlenecks (Larman & Vodde, 2016).

More…

How to cite this paper: Omajeh, E, O-M. (2026). Adaptive Sprint Planning: A Hybrid MILP–RL Framework for Scaled Agile Projects; PM World Journal, Vol. XV, Issue V, May. Available online at https://pmworldjournal.com/wp-content/uploads/2026/05/pmwj164-May2026-Omajeh-Adaptive-Sprint-Planning-in-Scaled-Agile.pdf

About the Author

Enoch Oghene-Mairo Omajeh

Port Harcourt, Nigeria

Enoch Oghene-Mairo OMAJEH is a Project Planner and a PhD candidate in Information Systems Engineering in the University of Port Harcourt, Nigeria (expected in 2027). With vast experience leading project execution and digital transformation, his interest lies in the intersection of Project Management and IT, particularly Artificial Intelligence. His focus is to contribute to the development of intelligent systems that support project decision-making, enhance execution efficiency, and improve overall project delivery performance. He can be contacted at eomajeh@gmail.com

A Structured Diagnostic for Predicting Customer Lessons Learned Outcomes

David Pells — Tue, 05 May 2026 19:07:52 +0000

in Low‑Frequency Review Environments

FEATURED PAPER

By Elena Petrova, PhD

Houston, Texas, USA

Abstract

Customer satisfaction in healthcare new product introduction (NPI) projects is notoriously difficult to measure and even harder to improve. Lessons Learned (LL) sessions provide only rare, point‑in‑time scores and often suffer from low sample sizes and subjective interpretation. This manuscript introduces a repeatable, practice‑tested project delivery diagnostic that project managers can apply throughout the lifecycle, not just during annual LL reviews. The diagnostic uses a four‑level Outcomes‑Driven Experience Architecture (What we do → How we do → What we present → How we present) and a structured questionnaire to predict and improve LL‑based customer experience scores.

Keywords: Customer satisfaction; Healthcare NPI; Lessons Learned; CDMO; Knowledge transfer; Project Management; Empowerment; Architecture model.

Introduction

In modern healthcare innovation, customer expectations rise faster than organizations can update their operating models. Companies developing novel therapeutics, diagnostics, devices, or biologics must demonstrate not only technical competence but also predictability, clarity, and confidence in project delivery.

Healthcare new product introduction (NPI) projects operate under scientific uncertainty, rigorous regulatory constraints, and high expectations for reliability and transparency. Customer satisfaction is a critical predictor of relationship continuity and follow‑on work, yet the primary feedback mechanism, as Lessons Learned (LL) sessions, occurs infrequently and often produces small‑sample, context-dependent data. Such environments limit the usefulness of traditional satisfaction measurement models that rely on frequent, large‑N datasets.

In these constrained conditions, project managers often over-emphasize interpersonal factors in LL outcomes rather than systematic delivery practices. Research shows that meaningful learning, disciplined governance, and evident communication improve project outcomes far more predictably than informal interaction or team charisma. PMI’s ‘Pulse of the Profession’ indicates that one in three unsuccessful projects was negatively affected by untimely or inaccurate knowledge transfer, and organizations that «excel at knowledge transfer improve project outcomes by ~35%» (Project Management Institute [PMI], 2015). This is strong evidence that the path to better satisfaction is driven by consistent learning practices, not charisma.

Nowadays, customers increasingly use AI tools to analyze a vendor’s performance and set expectations. As a result, traditional investments in customer acquisition turn out to be unpredictable in many ways. With that, the frequently overlooked post‑acquisition customer experience (CX) becomes a key opportunity to build loyalty and influence follow‑up work (McKinsey & Company, 2023; Gartner, 2023). Yet, a persistent gap remains between “the experiences organizations think they provide versus the experiences their clients actually have” (Hanover Research, 2022). This is another reason to focus on closing the loop from lessons learned to CX improvement.

In the NPI context, LL sessions are typically annual or aligned to major milestones and therefore can only offer infrequent signals of sponsor opinion. With limited data points, teams may overlook regular delivery behaviors that actually drive satisfaction. What is needed is a repeatable, theory‑anchored diagnostic that project managers can apply throughout the lifecycle to anticipate LL results and take targeted actions early enough to influence outcomes.

More…

How to cite this paper: Petrova, E. (2026). A Structured Diagnostic for Predicting Customer Lessons Learned Outcomes in Low‑Frequency Review Environments; PM World Journal, Vol. XV, Issue V, May. Available online at https://pmworldjournal.com/wp-content/uploads/2026/05/pmwj164-May2026-Petrova-predicting-customer-lessons-learned-outcomes.pdf

About the Author

Elena Petrova, PhD

Houston, Texas, USA

Elena Petrova, PhD, PMP, has been managing R&D and new product introduction (NPI) projects in the healthcare industry for more than 15 years. She currently works as a Senior Program Manager at Lonza Biologics Inc., a world‑leading CDMO specializing in emerging modalities such as cell and gene therapy. She can be contacted at elena.petrova.biocryst@gmail.com

Digital Twin–Enabled Project Scheduling and Decision Dashboards

David Pells — Tue, 05 May 2026 19:12:44 +0000

for Mega FEED and EPC Programs

FEATURED PAPER

By Tauseef Naz Arshad

Reading, UK

Abstract

Mega Engineering, Procurement, and Construction (EPC) programs operate in execution environments characterized by high interface density, evolving engineering maturity, long-lead procurement exposure, and significant schedule uncertainty during the transition from Front-End Engineering Design (FEED) to detailed delivery phases. Although scheduling dashboards are widely used to support project control and management oversight, most remain descriptive in nature, relying on periodic updates from deterministic planning systems and lagging performance indicators that provide limited visibility into emerging execution risks.

This article presents a Digital Twin–enabled framework for project scheduling dashboards designed specifically for FEED and EPC mega programs. The proposed approach establishes a continuously synchronized virtual execution environment that integrates scheduling logic with engineering deliverable maturity, procurement readiness signals, construction constraints, and risk intelligence to support predictive schedule governance. By embedding engineering readiness forecasting, critical path volatility monitoring, and risk-adjusted milestone confidence modelling within dashboard architectures, the framework enables earlier identification of delivery threats and improves decision responsiveness across program leadership levels.

The paper further introduces a structured dashboard maturity model illustrating the evolution from descriptive reporting tools to scenario-driven decision twins capable of supporting proactive mitigation planning and execution strategy optimization. Practical implementation considerations are discussed to support adoption within large EPC organizations operating complex, multi-contractor delivery environments.

The findings demonstrate that Digital Twin–enabled scheduling dashboards represent a significant advancement over traditional project control approaches by improving milestone predictability, strengthening interface alignment between engineering and construction phases, and enabling data-driven decision-making throughout the FEED-to-EPC transition lifecycle. Collectively, these capabilities position Digital Twin scheduling environments as a foundational component of next-generation project controls practice in mega engineering programs.

Introduction

Mega Engineering, Procurement, and Construction (EPC) programs operate within highly complex execution environments characterized by dense technical interdependencies, geographically distributed engineering centers, long-lead procurement exposure, and evolving construction constraints. In such settings, project scheduling dashboards play a central role in supporting coordination, monitoring delivery performance, and informing management decision-making across multiple organizational layers.

Despite their widespread use, traditional scheduling dashboards remain largely descriptive in nature. They typically rely on periodic updates extracted from deterministic schedule models and present milestone tracking, S-curve performance indicators, and critical path status as static reporting artefacts rather than dynamic decision-support tools. As a result, emerging execution risks are often detected only after float erosion has already occurred and mitigation options have become limited.

More…

How to cite this article: Arshad, T. N. (2026). Digital Twin–Enabled Project Scheduling and Decision Dashboards for Mega FEED and EPC Programs, PM World Journal, Vol. XV, Issue V, May. Available online at https://pmworldjournal.com/wp-content/uploads/2026/05/pmwj164-May2026-Arshad-Digital-Twin-Applications-for-Mega-FEED-EPC-Projects.pdf

About the Author

Tauseef Naz Arshad

Reading, UK

Tauseef Naz Arshad, PMI-SP, PMP, PMI-RMP, PMI-ACP, PfMP is a senior project controls and engineering innovation leader with over twenty years of experience delivering complex mega-scale EPC programs across the energy and infrastructure sectors. He currently works in the UK, as Planning Manager for Wood Engineering Ltd, specialising in AI-augmented predictive scheduling, earned value analytics, and digital-twin-based project control systems. His recent work focuses on integrating artificial intelligence with traditional EVM and critical path methods to improve forecast reliability in complex delivery environments. Tauseef regularly publishes advisory and applied research articles on advanced project controls and contributes to the professional discourse on data-driven project management innovation. Tauseef can be contacted at tauseefnaz@gmail.com

AI Agent for PMO

David Pells — Tue, 05 May 2026 19:19:09 +0000

An exploration of n8n orchestration

and prompt engineering applied to

a project’s communications

FEATURED PAPER

By Luis Sanhueza B.

Santiago, Chile

Summary

During the execution of large projects, high volumes of technically and temporally fragmented information are generated, dispersed in diverse formats (spreadsheets, PDFs, word processors, etc.) and physical locations. Although it is understood that the project manager and his work team can access all this information, paradoxically they cannot apply it to their decision-making as they would like.

Along these lines, the motivation arises to explore whether artificial intelligence tools and prompting methodologies can integrate diverse reports and generate prescriptive analyses of greater value. This exploration is materialized in a prototype of a PMO Agent that uses progress reports as a data source to deliver, on demand, integrated information and suggest preventive and corrective actions.

The Agent relies on platforms such as Hostinger^[1], n8n^[2], Supabase^[3] and Postgres^[4], and applies prompt engineering patterns (Persona, Disambiguation, System Simulator) to align its responses with PMBOK standards. Five critical dimensions were addressed: physical and cost projection, schedule evolution, project status, task tracking, and risk management—the latter incorporating RAG technology to maximize the veracity of content.

The exercise was developed by simulating a real estate construction program of 1,032 activities, complemented by 3 weekly reports of physical progress and risk monitoring.

The results obtained are encouraging in this exploratory context (simulated project, structured data, defined rules). The Prototypical Agent showed that it is technically feasible to integrate diverse and dispersed data (schedule, physical advances, risks) in a single source (PostgreSQL + vectors) and query them on demand in natural language; that using prompting patterns it is possible to detect inconsistencies in the information and alert on them (not just raw data), and that it is possible to cross management dimensions (such as schedule and risks) in a single query, generating a prescriptive analysis aligned with PMBOK.

But it is suggested to be cautious with the results. Far from replacing human communication, the PMO Agent protects it by reducing noise, ordering the flow of information, and freeing leaders to focus their energy on judgment, negotiation, and decision-making in context.

Statement on the use of Artificial Intelligence:

The author declares that artificial intelligence has been used exclusively as an object of technical study and for editorial support purposes for the grammatical optimization of the manuscript. The PMO Agent’s logical architecture, prompt engineering development, data analysis, and presented conclusions are the author’s original intellectual work.

Fundamentals and Driving Idea of the exercise

The development of the “PMO AGENT” prototype is based on the need to address the communicational frictions that affect the success of projects. It is a practical laboratory to observe how AI can act as a bridge to transform raw and scattered data into strategic analysis.

More…

How to cite this paper: Sanhueza, L. B. (2026). AI Agent for PMO: An exploration of n8n orchestration and prompt engineering applied to a project’s communications; PM World Journal, Vol. XV, Issue V, May. Available online at https://pmworldjournal.com/wp-content/uploads/2026/05/pmwj164-May2026-Sanhueza-AI-Agent-for-PMO.pdf

About the Author

Luis Sanhueza B.

Santiago, Chile

Luis Sanhueza B. is an industrial civil engineer with a master’s degree in industrial engineering, with more than 35 years of experience in the management, direction and control of projects of varying complexity. Since 2007, he has been certified as a Project Management Professional (PMP®) by the Project Management Institute (PMI).

Throughout his professional career, he has specialized in project management and the implementation of Microsoft solutions for enterprise project management (EPM). Currently, he offers consulting services in industrial engineering and expertise, while researching the convergence of emerging technologies and project management. His main focus is on the development of prompt engineering architectures for cognitive support and strategic decision making in Project Management Offices (PMOs).

Luis can be contacted at lsanhba@gmail.com

^[1] Hostinger provides optimized VPS infrastructure with 1-click installation template and official API node, allowing you to run n8n in a self-managed, private, and cost-effective way
^[2] N8N is an open-source workflow automation platform that allows you to connect multiple applications and services to automatically execute tasks.
^[3] Supabase is an open-source Backend-as-a-Service (BaaS) platform that allows developers to build applications quickly without having to manually configure and manage servers.
^[4] Postgres is an open-source, object-oriented relational database management system (RDBMS) recognized for its high reliability, high performance, and ability to handle complex data loads. It uses SQL for queries and supports advanced features, ACID (atomicity, consistency, isolation, and durability) features, and is highly extensible.

When There Is No Framework

David Pells — Tue, 05 May 2026 19:26:41 +0000

Building Programme Governance From

Scratch in Funded Research Environments

FEATURED PAPER

By Sudhir Taneja

Programme and Project Manager

Swansea, United Kingdom

Abstract

Governance failure in funded research programmes is commonly treated as a management problem: the wrong approach, the wrong tool, or insufficient oversight. This article argues that it is a structural one. The delivery infrastructure required to run a complex, multi-partner programme does not emerge when funding begins. It has to be built deliberately, by someone who has first understood what the specific environment actually needs. Most practitioners skip that step. They import a framework, select a tool, or replicate a structure from a previous role. The system is implemented. It is not adopted.

This article introduces the Diagnose-Design-Sustain sequence, a practice-derived approach to constructing governance from scratch in funded research environments. It is grounded in direct delivery experience across two nationally funded UK research programmes managed concurrently at Swansea University between August 2024 and August 2025: the UK Mental Health Mission, funded by the National Institute for Health and Care Research (NIHR), and the DATAMIND Trusted Research Environment, funded by UK Research and Innovation (UKRI).

The central argument is that the first act of governance is not design. It is a diagnosis. What failure looks like in this specific programme, from the perspective of each stakeholder group, must be understood before any governance architecture is built. The evidence presented shows what that sequence produces when it is followed: 100% funder reporting compliance maintained throughout both programmes, on-time researcher delivery improved by approximately 30%, the DATAMIND Trusted Research Environment delivered live in July 2025 on the target date set at programme outset, and £4,000 in annual tool cost avoided through diagnostic-driven decision-making.

Keywords: Programme governance, Funded research management, Research programme delivery, Governance design, Diagnostic methods, NIHR, UKRI, Higher education management, Project management practice, Delivery infrastructure

Introduction

Governance failure in funded research programmes is not usually caused by the wrong people being in the room. It is caused by the absence of a room entirely. The delivery infrastructure required to manage a complex, multi-partner programme, including the milestone structures, reporting cadence, ownership clarity, and escalation pathways, is routinely missing at the point a programme manager arrives. This is not an isolated oversight in any particular institution. It is a predictable consequence of how research is funded, designed, and initiated. The people hired to do the research are not hired to build the governance. And the people hired to manage the programme frequently arrive after the environment is already in motion, with active funder obligations, engaged partners, and informal working arrangements already in place.

More…

How to cite this paper: Taneja, S. (2026). When There Is No Framework: Building Programme Governance From Scratch in Funded Research Environments; PM World Journal, Vol. XV, Issue V, May. Available online at https://pmworldjournal.com/wp-content/uploads/2026/05/pmwj164-May2026-Taneja-When-There-Is-No-Framework.pdf

About the Author

Sudhir Taneja

Swansea, UK

Sudhir Taneja is a programme and project manager specialising in governance design and delivery infrastructure for complex, multi-partner programmes. He has held programme management roles across funded research, financial services, and operations, working across the UK and India. His recent work includes concurrent management of two nationally funded UK research programmes at Swansea University, the UK Mental Health Mission (NIHR) and the DATAMIND Trusted Research Environment (UKRI), spanning seventeen partner organisations, including NHS bodies, HDR UK, SAIL Databank, and King’s College London. Earlier in his career, he held senior roles at IndusInd Bank, ING Vysya Bank, and UTI Bank, where his work focused on building reporting and governance infrastructure across large branch networks. He holds an MBA and is based in Swansea, United Kingdom. He can be contacted at sudhirstaneja@gmail.com and Website: https://sudhirtaneja.com/home/. ORCID ID: 0009-0003-2977-8780; ORCID record: https://orcid.org/0009-0003-2977-8780.

The Symbiotic Relationship

David Pells — Tue, 05 May 2026 19:35:44 +0000

Between the Programme Management Office (PMO)

and Project Control

FEATURED PAPER

By Dr Dimitris Antoniadis

DANTON ProgM Ltd

London, UK

Introduction: Defining the Strategic Partnership

In the contemporary landscape of complex project delivery, the success of an organisation is no longer determined by the isolated efforts of individuals but by the robust integration of management structures and analytical disciplines. At the heart of this integration lies the critical relationship between the Programme Management Office (PMO) and Project Control (PC). While these two entities are often viewed as distinct departments, they are inextricably linked in a symbiotic relationship that defines the organisational capacity for success.

A PMO is defined as a management structure that standardises project-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques. Its core purpose is to provide support to all parties within the organisation and enable informed decision-making by providing a “single source of truth” regarding performance. However, a PMO cannot function as an empty shell of governance; it requires the data-driven disciplines of Project Control to provide substance to its oversight. Project Control is the set of disciplines focused on implementing methods, resources, and activities necessary to support the team to accomplish project objectives and subsequently monitoring time, cost, and quality.

Figure 1 below provides a high-level view of the relationship flow between PMO and project control.

Figure 1. The PMO – Project Control relationship flow.

The author of this article explores how these two functions interface to provide enhanced predictability of delivery, manage multi-project complexities, and ensure that every project serves as an engine for the organisation’s broader strategic goals.

The Foundations: Function, Purpose, and Taxonomy

The Evolving Definition of the PMO

The PMO has evolved significantly from its origins in the mid-20th century, where it primarily assisted in monitoring and controlling large-scale military and aerospace development projects. Today, it is a well-established concept spanning diverse industries, including IT, construction, manufacturing, and energy. The PMO also serves as a Centre of Excellence (CoE) and a knowledge management hub, promoting project management maturity and standardisation.

The form of a PMO depends entirely on the organisation’s requirements. However, the APM (2019) identifies three types, which are:

- Embedded PMO: Where the majority of functions are delivered under the control of the project or programme manager.
- Central PMO: Where functions sit outside the delivery teams, providing a service to multiple projects across the enterprise.
- Hub-and-Spoke PMO: A hybrid model with a central enterprise PMO linked to satellite PMOs within individual projects or regions.

The PMI (2017) identifies three forms:

More…

How to cite this paper: Antoniadis, D. (2026). The Symbiotic Relationship Between the Programme Management Office (PMO) and Project Control; PM World Journal, Vol. XV, Issue V, May. Available online at https://pmworldjournal.com/wp-content/uploads/2026/05/pmwj164-May2026-Antoniadis-PMO-and-Project-Control-symbiotic-relationship.pdf

About the Author

Dr. Dimitris N. Antoniadis

London, UK

Dr Dimitris N. Antoniadis PhD MSc BEng(1^st) CEng FAPM FCMI MIMechE, based in UK, has 35+ years’ experience in Programme and Project Management positions, having covered project phases from concept to handover and operation / maintenance.

He is currently Director in the Programme, Project Management and PMO with DANTON PROGM, technical advisor to Novacept and has set up the BSc in Project Control that is currently delivered by the partnership between London Metropolitan College and the University of West London.

He has held Senior Management posts in major utilities, infrastructure and construction organisations delivering programmes of works ranging from £250M to £3.2Bn. As Head of Programme Management Office (PMO) he has set up and run the departments within challenging partnering environments, setting up all the processes from governance to reporting. He has also led / co-led major business transformation programmes for Client organisations in UK and abroad, integrating project management software tools with ERP systems.

He is the author of the book ‘Demystifying Project Control’; contributed chapters in books on complexity, leadership and other project management topics and has written a number of journal and conference papers. He has been a guest speaker at UK Universities as well as International conferences on various project management topics.

He was awarded the PhD, from Loughborough University, UK, on the subject of ‘Managing Complexity in Project Teams’, where he developed a framework for managing the effects of complexity on projects.

Parts of his work can be seen in www.danton-progm.co.uk . His book Demystifying Project Control can be purchased from: https://amzn.to/2Jm1Zeh. Dr. Antoniadis can be contacted at dnanton00@gmail.com

Closing the Foresight Gap

David Pells — Tue, 05 May 2026 19:43:44 +0000

An AI-Enabled Governance Model for

Enterprise Transformation Programmes

FEATURED PAPER

By Joyce Olaghere

London, United Kingdom

Abstract

Enterprise digital transformation programmes represent some of the most significant organisational investments in modern business. Yet research consistently indicates that approximately 70 percent of large-scale transformation programmes fail to deliver expected outcomes on time, within budget, or with intended benefits realised. This paper argues that the primary cause of this persistent failure is not technical capability or methodology, but a structural governance deficit: the inability of traditional Programme Management Offices to convert programme data into timely, predictive intelligence for decision makers.

The author introduces the Foresight Gap, defined as the delay between when a programme’s data first signals a problem and when leadership is positioned to act on it. The paper presents the Brightmind Foresight Framework, a four-stage AI-enabled governance operating model built to close this gap. Drawing on eighteen years of direct programme delivery experience across enterprise transformation programmes with combined values exceeding $900 million, the author argues that closing the Foresight Gap represents the single highest-leverage governance intervention available to transformation leaders.

Keywords: transformation governance, programme management office, AI-enabled PMO, Foresight Gap, predictive governance, enterprise transformation, decision intelligence

Introduction

Every failed transformation programme had the signal months before the slip.

That is the uncomfortable conclusion I have reached after eighteen years of leading Programme Management Offices on large-scale enterprise transformation initiatives across multiple industries and geographies. I have sat in steering committees explaining why a milestone has slipped. I have reviewed RAID logs that contained, in quiet and unassuming language, an entry raised weeks earlier and never acted upon. I have watched capable, experienced teams deliver technically accurate status reports on programmes that were already in serious trouble.

The data knew. The governance did not listen.

This paper is about that gap. It has a name: the Foresight Gap. And it is, in my experience, the single most under addressed failure mechanism in enterprise transformation delivery.

The purpose of this paper is to do three things: to define the Foresight Gap precisely, to explain why traditional governance structures cannot close it, and to introduce the Brightmind Foresight Framework, the four-stage AI-enabled governance operating model I have developed to address it. My previous article in this journal, “The Human Edge in Complex Programmes” (Olaghere, 2025), addressed the human dimensions of programme leadership. This paper addresses the structural and analytical dimensions: the governance architecture that either enables or prevents leaders from acting on what their programmes already know.

More…

How to cite this paper: Olaghere, J. (2026). Closing the Foresight Gap: An AI-Enabled Governance Model for Enterprise Transformation Programmes; PM World Journal, Vol. XV, Issue V, May. Available online at https://pmworldjournal.com/wp-content/uploads/2026/05/pmwj164-May2026-Olaghere-Closing-the-Foresight-Gap.pdf

About the Author

Joyce Olaghere

London, United Kingdom

Joyce Olaghere is an Enterprise Transformation Governance Specialist with over eighteen years of experience leading Programme Management Office functions on large-scale digital transformation programmes across multinational organisations in the healthcare, nuclear energy, financial services, telecommunications, luxury retail, media, and public infrastructure sectors. Her engagements have supported programmes with a combined investment exceeding $900 million across operations in the United Kingdom, United States, Germany and Netherlands.

Joyce is the Founder and CEO of Brightmind Consultancy, where she developed the Brightmind Foresight Framework, an AI-enabled governance model designed to improve transformation outcomes by enabling predictive, intelligence-led decision-making. She holds an MBA from Durham University Business School. She can be contacted at joyceolaghere@gmail.com and via LinkedIn at linkedin.com/in/joyceolagherepmospecialist.

Case Studies on Project Management in Practice

David Pells — Wed, 06 May 2026 14:00:50 +0000

BOOK REVIEW

Book Title: Case Studies on Project Management in Practice
Author: Alejandro Romero-Torres, Shankar Sankaran, Joseph Griffin
Publisher: Edward Elgar Publishing
List Price: $135.00
Format: Hardcover, 246 pages
Publication Date: 2025
ISBN: 978 1 03531 126 2
Reviewer: Sunil Kumar Suvvari
Review Date: Jan 2026

Introduction

Case Studies on Project Management in Practice is a practical book that shows what project management really looks like inside organizations. Instead of just explaining frameworks like Agile or Waterfall, it presents real situations where teams struggle with priorities, stakeholders, communication, and growth.

The book focuses on reflection and decision-making. It encourages readers to think through problems and consider different perspectives rather than giving fixed answers. That makes it feel realistic and useful.

Overview of Book’s Structure

The book is organized into individual case studies. Each chapter presents a scenario based on a workplace situation, followed by discussion questions and tasks. These questions guide the reader to analyze the problem and think about possible actions.

Some chapters focus on team-level challenges, such as Scrum conflicts, changing requirements, and collaboration issues. Others look at bigger topics like project success, governance, and professional development.

The final chapter shifts toward personal growth. It follows the journey of a junior project manager and explores work readiness, confidence, and professional identity.

The structure is clear and easy to follow, and each chapter can stand on its own.

Highlights

One highlight is how honest the book is about Agile. It shows that frameworks alone do not guarantee success. Leadership, prioritization, and communication matter just as much.

More…

How to cite this work: Suvvari, S. K. (2026). Case Studies on Project Management in Practice, book review, PM World Journal, Vol. XIV, Issue V, May. Available online at https://pmworldjournal.com/wp-content/uploads/2026/05/pmwj164-May2026-Suvvari-Case-Studies-PM-in-Practice-book-review.pdf

About the Reviewer

Sunil Kumar Suvvari

Texas, USA

Sunil Kumar Suvvari is a technology and enterprise delivery leader with over 15 years of experience driving Agile transformation, digital governance, and inclusive product strategy across telecommunications and financial services organizations. His work focuses on integrating accessibility, responsible AI practices, and empirical Agile delivery into enterprise-scale engineering ecosystems.

As a Principal Agile Delivery Lead, Sunil has led large modernization initiatives that embed accessibility governance directly into sprint planning, DevOps automation, and enterprise SDLC standards. His approach demonstrates how inclusive design, when operationalized effectively, enhances product quality, reduces delivery risk, and creates sustainable competitive advantage.

Sunil has authored and co-authored research-based articles published in international journals and has contributed to books focused on Project Management and Agile methodologies. He actively serves the professional community as a reviewer for publications and conferences affiliated with Springer, Elsevier, SAGE, ACM, and IEEE.

He has also served as a judge for global innovation and technology awards, including business intelligence and accessibility-focused competitions. A frequent keynote speaker at PMI, IEEE, ACM, and other professional forums, Sunil shares practical insights on governance-driven Agile leadership and inclusive digital transformation.

An international mentor supporting professionals across 24 countries, Sunil advocates universal design as both a professional responsibility and a strategic business advantage. Sunil can be contacted at suvvarisunilkumar@ieee.org .

The Voice Driven Leader

David Pells — Wed, 06 May 2026 14:25:55 +0000

BOOK REVIEW

Book Title: The Voice Driven Leader: How to Hear, Value, and Maximize Every Voice on Your Team
Authors: Jeremie Kubicek and Steve Cockram
Publisher: Wiley
Format: Kindle, 240 pages
List Price: $20 (Hardcover) $16(Kindle)
Publication Date: October 2025
ISBN: 978-1394150670
Reviewer: Rodger L. Martin, PMP, ACP
Review Date: April 2026

Introduction

The Voice‑Driven Leader introduces a practical playbook for developing people by combining two powerful frameworks—the 5 Voices, which help leaders communicate in ways others can actually hear, and the Development Square, which provides a clear, repeatable roadmap for growing individuals from inexperience to mastery. The authors argue that most leaders unintentionally cap their team’s potential because they default to their own style and allow urgent tasks to crowd out development. As the introduction states, “Leadership isn’t about speaking louder; it’s about speaking the right language,” and when leaders learn to adapt their approach and follow a structured development process, they transform performance, retention, and culture.

Overview of Book’s Structure

The Voice‑Driven Leader is structured in three deliberate parts, each building on the last to create a complete, practical playbook for developing people.

Part I: The Development Crisis explains why most leaders unintentionally fail at developing their teams. Through stories and data, the authors show how leaders confuse management with development and default to their own communication style, creating what they call a “development disconnect.” This section also introduces the two core frameworks—the 5 Voices and the Development Square—as the antidote to this widespread problem.

Part II: The Development Journey forms the heart of the book. It walks the reader step‑by‑step through the four stages of the Development Square—Foundation, Immersion, Empowerment, and Multiplication—while also addressing the emotional realities that derail growth, such as the Pit of Despair and the Green Room. Each chapter blends practical guidance with Voice‑specific insights, showing leaders how to tailor their approach to each person’s communication style and developmental maturity. This section is designed as a field guide, giving leaders a repeatable sequence for developing anyone on their team.

Finally, Part III: Building a Development System zooms out to the organizational level. It explains how to embed the 5 Voices and the Development Square into hiring, onboarding, coaching rhythms, performance reviews, and leadership pipelines. The authors emphasize that development must become a cultural operating system rather than a sporadic initiative. As the introduction puts it, the book aims to give leaders “a practical playbook that actually works,” turning good intentions into a sustainable development ecosystem.

Highlights

The Voice‑Driven Leader highlights a fundamental truth: most leaders unintentionally limit their team’s potential because they lack a system for developing people. The book shows how leaders confuse management with development, default to their own communication style, and allow urgent tasks to crowd out growth. As the authors put it, “Developing people doesn’t fail from lack of care; it fails when everything else crowds it out.” The book reframes development as the leader’s most strategic responsibility—not a luxury, but the engine of performance, retention, and culture.

More…

How to cite this work: Martin, R. L. (2026). The Voice Driven Leader, book review, PM World Journal, Vol. XV, Issue V, May. Available online at https://pmworldjournal.com/wp-content/uploads/2026/05/pmwj164-June2026-Martin-Voice-Driven-Leader-book-review.pdf

About the Reviewer

Rodger L. Martin, JD, PMP

Texas, USA

Rodger L. Martin, JD, MBA, BSEE, PMP, PMP-ACP has a broad background in business, law, engineering and Project Management, both predictive/plan driven and Agile/adaptive. He is a retired US Air Force officer and a licensed attorney. He acquired his PMP certification in 2007 and his PMP-ACP in 2015. He is also a certified Mediator. He has served as the Book Review Director for the Alamo Chapter of PMI and previously served as the Book Review Director for the Dallas Chapter of PMI. Roger can be contacted at 10751@impulse.net

Editor’s note: This book review was the result of a partnership between the PM World Journal and the PMI Alamo Chapter in San Antonio, Texas. PMI Alamo Chapter members can claim PDUs for PMP recertification when their book reviews are published in the PMWJ. Book reviews are then archived in the PM World Library where reviewers each receive an author showcase webpage where their bios, contact info and book reviews can be easily found.

If you are an author or publisher of a project management-related book, and would like the book reviewed through this program, please contact editor@pmworldjournal.com.

The Power of Enterprise PMOs

David Pells — Wed, 06 May 2026 14:34:16 +0000

BOOK REVIEW

Book Title: The Power of Enterprise PMOs and Enterprise-wide Project Management
Author: Dennis Bolles and Darrel Hubbard
Publisher: PBM Concepts
List Price: $34.95
Format: Softcover, 374 pages
Publication Date: 2014
ISBN: 13-978-0-9858484-1-5
Reviewer: Bill Sundermann, PMP
Review Date: April, 2026

Introduction

The Power of Enterprise PMOs and Enterprise-Wide Project Management by Dennis L. Bolles and Darrel G. Hubbard is a guidebook for establishing project management as an integrative business function the authors term Project Business Management (PBM). Written explicitly for executives and senior managers, the book challenges traditional views of project management by positioning PBM as a core driver of enterprise value, organizational alignment, and measurable business outcomes. To accomplish strategic goals and objectives, the authors extend business management to apply project-portfolio, project-program, and project processes and lead the reader through all phases of the project lifecycle.

Overview of Book’s Structure

To achieve desired outcomes, the Enterprise Project Business Management Organization contains five major elements – governance, methodology, capability, planning, and execution. The book takes these five major elements and then builds then into what the authors call the Enterprise Project Business Management Organization House of Excellence with the pillars of the house representing each element. Sections of the book and underlying chapters then align with them.

An overview section describes project business management from the viewpoint of an executive running a business. Section 2 covers the Governance pillar and shows how setting policy, establishing charters, and providing an organizational model are impactful across multiple decision-making levels. Section 3 is all about structuring policies, practices and procedures using defined and integrated processes.

Section 4 Illustrates how the assessment of a company’s core competencies, along with developing adequate training and education opportunities, can benefit corporate goals. This section also details the steps to preparing a work breakdown structure, explains the benefits of system of project business management, and covers the cost accounting parameters to manage earned value measurements.

Section 5 is titled Planning and Execution, pillars four and five of the authors’ structure of excellence. Strategic and tactical planning are the main focus. Methodologies for developing, prioritizing, and initiating business objectives is also covered. Section 6 topics include discussion about how the developing stages of a maturity model leads to repeatable business success.

More…

How to cite this work: Sundermann, W. (2026). The Power of Enterprise PMOs and Enterprise-wide Project Management, book review, PM World Journal, Vol. XV, Issue V, May. Available online at https://pmworldjournal.com/wp-content/uploads/2026/05/pmwj164-May2025-Sunderman-Power-of-Enterprise-PMOs-book-review.pdf

About the Reviewer

Bill Sundermann

Texas, USA

With 27 years in the financial industry and PMP certification, Bill has been in leadership positions of large projects for a Fortune 500 software services company. With the adoption of scaled Agile, Bill was the Release Train Engineer for an enterprise architecture team that successfully developed a CI/CD pipeline for cloud deployments of a component-based modern banking platform. Having longevity of relationships, depth of experience, and a range of skills provides insight into the formation of high-performing teams and the ability to assess elements required for the highest impact. Bill can be contacted at bsundermann@verizon.net

How Sponsors, Project Managers, and Team Members Lead Differently

David Pells — Wed, 06 May 2026 14:52:18 +0000

Developmental Agile Leadership

SERIES ARTICLE

By Kam Jugdev, PhD

Athabasca University
Alberta, Canada

and

Timothy J. Kloppenborg, PhD

Professor Emeritus
Xavier University
Ohio, USA

This is the second article in our two-article series. Astute leaders use tried-and-true ideas from the past, such as project management and total quality management, and newer ideas that have come from Agile. Leaders remain responsible for delivering results, but they rely far less on command and control and far more on inspiration and facilitation. In our Developmental Agile Leadership approach, we describe several levels of leadership and how each can lead from different positions, emphasizing different behaviors. Leaders can actively practice and improve their behaviors to benefit their teams, processes, and results. Building on the framework introduced in our companion article, this article explores how those concepts translate into practice across three key roles.

“When leaders remove barriers and build trust, teams take ownership, solve problems, and drive success — step back, empower, and watch your teams rise to the challenge” (Kloppenborg & Jugdev, 2025, p. 103).

Sponsors and Product Owners operate mostly at the strategic level; Scrum Masters and Project Managers work mostly at the team level; and Team Members function at the individual level and with collaboration at the team level. People can serve as transformational leaders from the front, servant leaders in the middle, and developmental leaders from the back. For convenience, in this paper, we will refer to sponsors and product owners as sponsors. We combine these roles as both represent stakeholders and make decisions (PMI, 2025). We refer to scrum masters and project managers as project managers. The scrum master role, as developed in Agile, is more facilitating and less directive. We think that is good for project managers also, and so we combine the roles.

Sponsors work more from the front, but significantly in the middle. Project managers work extensively from all three positions. Team members often work collaboratively in the middle, but individually from behind a fair amount.

Regardless of their role or leadership position, we found that all leaders need to engage in four overarching sets of behaviors: communication, trust, courage, and understanding. These behaviors are often practiced differently by role. A sponsor exercising trust will look different from a team member exercising trust. The challenge is knowing how to practice the behaviors effectively from one’s position within the organization. Developmental Agile Leadership offers a practical roadmap on this. As these four sets of behaviors are interdependent, alignment matters…When a link in the chain is weak, it affects the entire system.

Exhibit 1 displays these with two specific suggestions for each. We elaborate in the remainder of the paper.

More…

Editor’s note: Tim Kloppenborg and Kam Jugdev are the authors of Developmental Agile Leadership: Empowering teams in a changing world. Learn more in their author profiles at the end of this article.

How to cite this paper: Kloppenborg, T. J. & Jugdev, K. (2026). Developmental Agile Leadership: How Sponsors, Project Managers, and Team Members Lead Differently; PM World Journal, Vol. XV, Issue V, May. Available online at https://pmworldjournal.com/wp-content/uploads/2026/05/pmwj164-May2026-Kloppenborg-Jugdev-Develop-Agile-Leadership-Effective-Behaviors-by-Role.pdf

About the Authors

Dr. Kam Jugdev

Calgary, Alberta

Dr. Kam Jugdev is a Professor in the Faculty of Business at Athabasca University, specializing in project management and strategy. She is an active researcher who co-authors with international colleagues and publishes in leading journals, including the International Journal of Project Management and the Project Management Journal. She holds a joint PhD from the University of Calgary’s Schulich School of Engineering and Haskayne School of Business and is a Project Management Professional (PMP®). She serves as a collections editor for Business Expert Press. She can be reached at kamj@athabascau.ca

Dr. Timothy J. Kloppenborg

Cincinnati, Ohio

Dr. Timothy J. Kloppenborg is a Professor Emeritus from Xavier University. He earned his Ph.D. in Operations Management from the University of Cincinnati. He has written 15 books — mostly on leadership and/or project management. He is a Project Management Professional (PMP), an Agile Certified Professional (ACP), and a Disciplined Agile Senior Scrum Master (DASSM). He started the portfolio and project management book collection for Business Expert Press and edited 70 books in 10 years. Tim retired as a major in the US Air Force Reserve. He has trained, taught, and consulted on 6 continents. He can be reached at kloppenborgt@xavier.edu.

Their book — Developmental agile leadership: Empowering teams in a changing world — was published by Business Expert Press and can be found here. It has been accepted for co-distribution by Harvard Impact (formerly Harvard Business Publishing) and will appear on Harvard’s website in 2026.

Volunteer

David Pells — Wed, 06 May 2026 14:59:50 +0000

Making a Modern Project Manager

SERIES ARTICLE

By Yasmina Khelifi

Paris, France

In 2018, I felt I needed to be involved in new activities, and I remembered the advice of my PMP instructor. I began volunteering at the PMI France chapter and never stopped. I’m now a passionate volunteer. This volunteering journey led me to write a book about volunteering and leadership with a friend who also volunteers, Mayte Mata Sivera. The ideas below are taken from our book, The Volunteering Journey to Project Leadership.

What project volunteering is

Project volunteering is giving your time and skills to deliver a project.

It can be face-to-face, virtual, or hybrid. You can do it in project organizations like the Project Management Institute, IPMA: International Project Management Association, or Australian Institute of Project Management (AIPM). Or you can do it in your own workplace.

Improve your leadership skills.

When you volunteer, you’ll expand your skillset. You must collaborate with people you have never met and motivate them. You have to adapt more quickly to communication styles or situations.

More…

Editor’s note: This series of articles is by a project manager for Gen X, Y and Z project professionals. The author Yasmina Khelifi is a project manager with a large multinational telecom in France while also an active PM professional, authoring articles, interviews and a popular LinkedIn blog as well as a podcast with a global audience. Also active in PMI France for many years, she has been an international correspondent for the PMWJ since 2021. We are delighted that she has agreed to author a series of articles based on her personal experiences over the last decade.

How to cite this work: Khelifi, Y. (2026). Volunteer. Making a Modern Project Manager, series article, PM World Journal, Vol. XIV, Issue V, May. Available online at: https://pmworldjournal.com/wp-content/uploads/2026/05/pmwj164-May2026-Khelifi-Volunteer-Series-article.pdf

About the Author

Yasmina Khelifi

Paris, France

Yasmina can be contacted at https://yasminakhelifi.com/ or LinkedIn: https://www.linkedin.com/in/yasminakhelifi-pmp-telecom/

Visit her correspondent profile at https://pmworldlibrary.net/yasmina-khelifi/

To view other works by Yasmina Kehelifi, visit her author showcase in the PM World Library at https://pmworldlibrary.net/authors/yasmina-khelifi/

Secret No. 5: Speed

David Pells — Wed, 06 May 2026 15:04:15 +0000

Secrets to the Success of Organizational Transformation

SERIES ARTICLE

By Dr. Prasad Kodukula

Illinois, USA

In the first article of this series, we established Purpose as the foundation of successful organizational transformation. In the second, we explored Leadership as the force that mobilizes people toward that purpose. In the third, we examined Empowerment as the mechanism for transferring ownership and driving execution. In the fourth, we discussed Alignment as the discipline that keeps initiatives, priorities, and people moving in the same direction.

Now we turn to the fifth element of the P-L-E-A-S-E model: Speed.

Purpose defines direction. Leadership mobilizes people. Empowerment releases ownership. Alignment creates coherence. But without speed, even the best strategies remain unrealized.

Speed in transformation has two dimensions. The first is decision speed: how quickly leaders recognize reality, make the call, and commit resources. The second is implementation speed: how quickly the organization converts that decision into visible action, market response, and operational results.

In the heart of Silicon Valley, a small tech startup named Slack faced daunting competition. Giants like Microsoft and Google had already staked claims in the fertile grounds of workplace communication. Slack’s challenge was formidable: to carve out a space where it could not just grow but thrive.

By embracing speed in every facet of the organization—from product development to customer service—Slack transformed its potential into tangible success. It moved faster than its larger rivals on feature releases, customer response, and platform integrations. Within a short span, it emerged not merely as a competitor but as a standard-bearer for innovation and agility in a crowded market.

Successful organizations understand that transformation is not just about change; it is about the velocity of change. In today’s business environment, speed is not merely a competitive advantage. It is increasingly the script for survival.

So, how can organizations inject speed into their veins? Here are a few actionable tips:

More…

Editor’s note: Dr. Prasad Kodukula, PMP, PMI Fellow is the author of Organizational Project Portfolio Management: A Practitioner’s Guide (J. Ross Publishing 2014) and The Project Management AI Handbook: Leveraging Generative Tools in Waterfall and Agile Environments, with Gustavo Vinueza (J. Ross 2025). A global ambassador for project management, Dr. Kodukula has lectured in nearly 50 countries and worked with more than 40 Fortune 100 companies across all 11 S&P industrial sectors. Learn more in his author profile at the end of this article.

How to cite this work: Kodukula, P. S. (2026). Secret No. 5: Speed; Secrets to the Success of Organizational Transformation, series article 5, PM World Journal, Vol. XV, Issue V, May. Available online at https://pmworldjournal.com/wp-content/uploads/2026/05/pmwj164-May2026-Kodukula-successful-organizatonal-transformation-secret-5-Speed.pdf

About the Author

Dr. Prasad S. Kodukula

Illinois, USA

Dr. Prasad S. Kodukula, PMP, PgMP, PMI-ACP, DASM, DASSM, BCES, is a USA Today best-selling author, PMI Fellow, thought leader, and entrepreneur with over 35 years of professional experience. A global ambassador for project management, Dr. Kodukula has lectured in nearly 50 countries and worked with more than 40 Fortune 100 companies across all 11 S&P industrial sectors. He is also a frequent keynote speaker and contributor to global project management conferences and publications. He serves as Adjunct Industry Professor at Illinois Tech. He has also taught courses in project management programs at leading universities, including Stanford University, Duke University, and the University of Chicago. Dr. Kodukula teaches a course for NASA on diagnosing root causes and leading the recovery of troubled projects.

As co-founder and CEO of Kodukula & Associates, Inc. and NeoChloris, Inc., he leads these firms in project management and renewable energy, respectively. Recognized three times by the Project Management Institute as “Best of the Best in Project Management,” he has received multiple accolades, including the Illinois Tech Alumni Association Professional Achievement Award and honors from the U.S. Environmental Protection Agency and the states of Arizona, Kansas, and Illinois for his outstanding leadership in education and training, environmental improvement, and innovation. An accomplished author, Dr. Kodukula has co-authored or contributed to 12 books and over 40 articles, and holds four U.S. patents. He can be reached at https://www.linkedin.com/in/prasadkodukula/.

The Executive Edge

David Pells — Wed, 06 May 2026 15:43:22 +0000

Essential Skills to Become an

Exceptional Project Sponsor

ADVISORY ARTICLE

By Randall L. Englund & Alfonso Bucero

USA & Spain

Today’s project-driven organizations do not deliver their strategy through operations; they deliver it through projects. Yet, despite advances in methodologies and tools, one factor continues to determine success or failure: executive sponsorship. Research across leading project management journals and practitioner literature—including the work of Randall L. Englund and Alfonso Bucero—consistently shows that effective sponsors are not passive supporters. They are active leaders who shape outcomes. The question is no longer whether sponsorship matters.

The key question for us is:

- What skills must executives develop to sponsor projects successfully?

We (Englund &Bucero) propose the following Competency Model, see Figure 1:

Figure 1: Englund & Bucero Executive Sponsor Competency Model

Strategic Alignment Thinking

Exceptional sponsors ensure that every project aligns with the business strategy, and it requires the ability to:

- Translate strategy into executable initiatives
- Challenge misaligned projects
- Continuously validate business value

As highlighted in project sponsorship literature, sponsors are the bridge between vision and execution. Without this skill, projects drift into irrelevance. The sponsor asks:

“Why does this project matter—now?”

Organizational Influence and Political Intelligence

Projects do not fail because of Gantt charts—they fail because of people dynamics. An effective sponsor needs to:

More…

How to cite this work: Englund, R. L. and Bucero, A. (2026). The Executive Edge: Essential Skills to Become an Exceptional Project Sponsor, advisory, PM World Journal, Vol. XV, Issue V, May. Available online at https://pmworldjournal.com/wp-content/uploads/2026/05/pmwj164-May2026-Englund-Bucero-The-Executive-Edge.pdf

About the Authors

Randall L. Englund

Utah, USA

Randall L. Englund, MBA, BSEE, NPDP, CBM believes all leaders need to create healthy environments for people to consistently and sustainably achieve project success. Sponsors can do a better job of guiding and supporting project teams, and project managers can expand their people skills.

Randall offers keynote talks, consulting, professional facilitation, executive education, and advanced training services to people in management, managing projects, and working on project teams. His approach includes the behavioral, technical, business, and change management aspects that create an environment for project success. The goal is to get greater, optimized results from projects underway or contemplated in the organization. An organic approach to implementing projects, program, and portfolio management taps the inherent power of people to work in harmony, have fun, and be more productive.

He co-authored with Alfonso the book Project Sponsorship: Achieving Management Commitment for Project Success, 2^nd Ed as well as The Complete Project Manager: Integrating People, Organizational and Technical Skills, 2^nd Ed. Randall also co-authored Creating an Environment for Successful Projects, 3^rd Ed.

The Project Management Institute honored Randall with the PMI Distinguished Contribution Award and the PMI Eric Jenett Excellence Award. You may contact Mr. Englund at englundr@englundpmc.com

Alfonso Bucero, PhD

Madrid, Spain

Alfonso Bucero, Ph.D., CPS, ACE, PMP, PMI-RMP, PfMP, SFC, IPMO-E, PMI Fellow, is an International Correspondent and Contributing Editor for the PM World Journal in Madrid, Spain. Mr. Bucero is also the founder and Managing Partner of BUCERO PM Consulting. Alfonso was the founder, sponsor, and President of the PMI Barcelona Chapter until April 2005 and belonged to PMI’s LIAG (Leadership Institute Advisory Group). He was the past President of the PMI Madrid Spain Chapter and then nominated as a PMI EMEA Region 8 Component Mentor. Alfonso was a member of the PMIEF Engagement Committee.

Alfonso has a Computer Science Engineering degree from Universidad Politécnica in Madrid and a Ph.D. in Management from the ISM University. He has 39 years of practical experience and is actively advancing the PM profession in Spain and Europe. Alfonso received the PMI Distinguished Contribution Award on October 9, 2010, the PMI Fellow Award on October 22^, 2011, and the PMI Eric Jenett Excellence Award on October 28, 2017. You can contact Mr. Bucero at alfonso.bucero@abucero.com.

To see other works by Alfonso Bucero, visit his author showcase in the PM World Library at https://pmworldlibrary.net/authors/alfonso-bucero/

AI Accountability Is Already PM Work

David Pells — Wed, 06 May 2026 15:49:15 +0000

Why Project Managers Should Lead the

Guardrails Conversation Now

ADVISORY ARTICLE

By Ashley Essick, MBA, PMP

United States

Abstract

AI adoption on project teams is outpacing formal governance, and the gap between what is approved and what is actually being used is widening. Shadow AI use, uninformed reliance on unvalidated outputs, and unclear ownership of AI-generated work are quiet risks already present on most teams. Project managers are uniquely positioned to address this as the function that has always owned work visibility, decision accountability, and output ownership. This article makes the case that AI governance is already PM work and offers a practical four-part framework: visibility, guardrails, checks, and accountability. Drawing from experience in highly regulated global clinical operations, the author examines how poor AI use patterns surface, what they cost teams when left unaddressed, and why PMs who begin these conversations now will be the ones leading enterprise AI governance as it matures.

Introduction

The application of AI is changing how teams work, but the ownership of the work is the key aspect of what should never change.

On most project teams, AI has been implemented to draft emails, summarize meetings, clean up trackers, build slide decks and to support with critical thinking tasks to drive to the next step. These avenues of AI workstreams typically first surface as low risk administrative task because these are the easiest to test on. However, as team members become more comfortable with the use of AI implementation quickly moves past the low-risk administrative functions. AI use can quickly move into communication, analysis, planning and decision support.

The silent challenge we see rising is not the use of AI itself but when teams begin using AI without clear boundaries, clear review, or little to no discussion about where it helps versus where it creates risk. Project managers are already strategically positioned to address this issue, not because we should monitor tools, but because oversight of application is already PM work. As a PM, we make work visible, clarify ownership and ensure accountability for the final output.

What Shadow AI Actually Means

The term shadow AI can often seem as an ambiguous amorphic term which feels unmanageable to many PMs. To simplify the matter, shadow AI is simply AI which is being used outside of approved workflows which are normally visible and have established governance but due to the unvetted application may open the workflow and team to unforeseen risk.

Use of shadow AI can surface as someone using an outside tool the team or company has not yet approved, or potentially they are utilizing an approved tool but it is unclear how often it is used, for what application and what level of review of output is occurring. In both cases, the issue is not the tool itself but rather that there is not a clear line of sight as to the application and use scenarios of the tool.

More…

How to cite this article: Essick, A. (2026). AI Accountability Is Already PM Work: Why Project Managers Should Lead the Guardrails Conversation Now, PM World Journal, Vol. XV, Issue V, May. Available online at https://pmworldjournal.com/wp-content/uploads/2026/05/pmwj164-May2026-Essick-AI-Accountability-Is-Already-PM-Work.pdf

About the Author

Ashley Essick

USA

Ashley Essick, MBA, PMP is a Global Project Manager at ICON PLC, a leading global contract research organization, where she leads complex oncology and plasma-derived therapy programs spanning 23 countries across all major global regions. She holds an MBA and the Project Management Professional (PMP) certification, and is currently completing MIT Professional Education’s Applied Agentic AI for Organizational Transformation program alongside active pursuit of AI governance certification through the International Association of Privacy Professionals (IAPP).

With 13 years of progressive healthcare operations experience and 7 years leading global Phase I through III clinical trials, Ashley has contributed operationally to three FDA-approved therapies: Inlexzo (TAR-200, first-in-class bladder cancer), Zepbound (tirzepatide, obesity), and the Wegovy cardiovascular indication (semaglutide). Her programs have engaged cross-functional teams spanning clinical operations, regulatory affairs, data management, finance, and global site networks across 23 countries.

Ashley architects AI-forward solutions at the intersection of clinical operations, enterprise governance, and regulated drug development. As Product Owner for ICON’s enterprise Operational Resourcing and Forecasting Platform, she led the initiative through full C-suite endorsement and ILT approval, with projected conservative annual operational savings of $16M at full scale. She has designed a broader portfolio of 18 AI solutions mapped across a phased enterprise rollout, which has received full organizational approval, positioning her as a strategic architect of AI adoption at scale. Her work is grounded in direct experience managing complex global programs where AI governance is not a theoretical exercise but an operational necessity. She writes and speaks on practical frameworks that give project teams accountability over AI output, not just access to it. The views expressed are the author’s own.

Why Projects Misalign

David Pells — Wed, 06 May 2026 15:54:40 +0000

and the One Shift that Fixes It

ADVISORY ARTICLE

By Monica M. Hernandez, PMP

Co-Founder & CTO
BC-DS (Business Consultants for Digital Solutions, LLC)

Rockville, Maryland, USA

Abstract

This article draws on fifteen years of working between strategy and execution to identify the structural reason most project alignment initiatives fail — and to offer a specific, seven-question tool any project manager can use before the next kickoff. It is not a communication problem. It is not a stakeholder engagement problem. It is a sequencing problem: teams start the alignment conversation in the wrong place.

Most project teams begin by agreeing on where they are today — the problems, the constraints, the existing systems. The issue is that different people experience today differently, and those differences produce quietly different pictures of where the project is going. No one notices until execution is underway and the team is pulling in opposite directions.

The solution involves a single structural shift: establish a complete, verified picture of where you are going before anyone describes where you are today. This article explains why that shift works, shows what it looks like in practice through two case studies, and introduces the Seven-Question Execution Hypothesis, a practical tool that captures the full destination picture in 30 to 40 minutes and can be used immediately, with no new platform or methodology training required.

The article also addresses why this shift has become more urgent in the age of AI: AI planning tools amplify whatever frame they are given. When that frame is incomplete, AI amplification makes the problem more coherent and faster. When the frame is a complete, verified destination picture, AI amplification works in the project’s favor.

Keywords: project alignment, project charter, backcasting, AI governance, decision architecture, stakeholder alignment, execution hypothesis, project management practice

Introduction

I have spent most of my professional life in a position that many project managers know well but rarely talk about: The space between what leadership decides and what the team executes.

From that position, you can see things that are invisible at higher levels. You see how a strategic intention leaves a leadership meeting as one thing and arrives at the delivery team as something different. Not because anyone was careless or misleading, but because the space in between was never deliberately designed. In that gap, interpretation takes over.

More…

How to cite this work: Hernandez, M. (2026). Why Projects Misalign, and the One Shift that Fixes It, PM World Journal. Vol. XIV, Issue V. May. Available online at https://pmworldjournal.com/wp-content/uploads/2026/05/pmwj164-May2026-Hernandez-Why-Projects-Misalign-advisory.pdf

About the Author

Monica Hernandez

Maryland, USA

Monica M. Hernandez is a Decision Architect and Project Management Professional (PMP), and Co-Founder and CTO of BC-DS — Business Consultants for Digital Solutions, LLC, based in Rockville, Maryland. She has spent her professional career at the intersection of strategy and execution, guiding organizations through complex transformation initiatives in the United States and Latin America. Her work on decision architecture, including the concept of Decision Debt and the development of the Solo Decision Architecture framework, has been recognized in CEO Weekly Magazine and through the 2025 Global Recognition Award. She is the co-author of the Business Decision Architecture (BDA v2.1) and the primary author of the Solo Decision Architecture (SDA v1.0), both published under CC BY 4.0 at bc-ds.com. The free seven-question Execution Hypothesis session described in this article is available at www.convoking4.com. Ms. Hernandez can be contacted at monica.mhrm@gmail.com

Project Manager Guidance for Healthcare Projects

David Pells — Wed, 06 May 2026 16:02:53 +0000

and Varying Construction Scenarios

ADVISORY ARTICLE

By William C. Jackson

Colombia & USA

Introduction

My background is the planning and project delivery of healthcare hospitals, clinics, MoBs. These include Greenfield, building expansions, and renovations of all types and sizes. I have 40 years’ experience national and international as a consultant and owner. Along the way my PM style has changed due to experiences along with mistakes. Youthful enthusiasm over time becomes more thoughtful and considered and as I aged my projects became easier to run by virtue of a team approach tempered with respect. I did not have privy to all the software applications nor a PMP certificate but probably used elements of them in my traditional project planning and delivery approach. Here I will present some lessons that crosses all PM projects and I hope they are some assistance to you and your PM projects. I do not expect agreement on all of these. I suspect Academia folks will consider my non complicated approach as lacking but I got my shoes dirty (no theory needed for that).

Random Tips (in no particular order)

Stay low key when project planning and/or construction is beginning. Set expectations (yours and projects) in a firm yet non-threatening manner. Convey team concept without being an overbearing leader. Remember many people in the meeting know more about their specific role tasks than you do.

DO NOT do any schedule except one that shows the beginning and desired end. Most PMs can sort of estimate design time and general construction completion but should not provide upper administration time lines without input from design and construction teams. Their schedules should be reviewed and discussed with upper administration to see if in line with projected schedule of revenues. Modify to extent possible if reasonable.

Pro forma involvement for PM is usually the provision of a premature cost estimate and a plus/minus schedule. The former is for financial feasibility and the latter for future revenue timing. I have seen absolutely terrible pro formas with assumptions like complete staffing in year one, 80% utilization of the entire facility, inflated market share, etc. In those cases it would appear that the preparers were told to demonstrate project feasibility regardless of reality. Unfortunately this realm is not in the PM purview and he/she just need to deliver the project on budget and on time. What happens financially after that is not their problem.

Project issues: this one is very important. Should an issue arise that appears to be critical do not run to the next person in the administrative chain and announce that WE have a problem. Perhaps in the long run maybe. But for the present, until the problem is vetted, it is YOUR problem. Never have a meeting in which you do not have proposed solutions along with the estimated schedule and/or budget impacts. No solution is stupid so lay them all out and include input not only from the contractor but also the affected sub-contractors. Now if the problem is political that is a different animal that may require solutions in an administrative forum but technical issues should stay in your immediate purview to the extent possible.

If you are embedded with a client it is recommended that you be attentive but do not address issues immediately unless you are asked. For over a month I attended client meetings and remained taciturn in that I was studying attendees for their roles and verbiage. In this manner you can differentiate between talkers and those who actually make decisions. This does not encourage favoritism but rather gives you a basis on how to participate and recognize of who to address for a consideration of your input. Also befriend other PMs who can assist in giving you pointers concerning who is who. Have him/her introduce you to folks in engineering and other support departments. Networking is important for you and ultimately the client.

More…

How to cite this article: Jackson, W. C. (2026). Project Manager Guidance for Healthcare Projects and Varying Construction Scenarios, PM World Journal, Vol. XV, Issue V, May. Available online at https://pmworldjournal.com/wp-content/uploads/2026/05/pmwj164-May2026-Jackson-PM-guidance-for-healthcare-projects-3.pdf

About the Author

William C. Jackson

USA & Colombia

William C Jackson, MS, MA Fellow HFI. has been involved with healthcare facilities planning, programming, design oversight and project delivery for over 40 years. He has consulted or worked directly for 60 hospitals in national and international settings. He has been associated with 9.0 million square feet of hospital projects put in place; He has worked for design firms (Ellerbe, HDR and Herry), consulting firms, PM firms and academic medical centers (17 years) including Bowman Gray School of Medical at Wake Forest and the Miller School of Medicine at the University of Miami. International work includes seven years of varying roles in the United Arab Emirates working on two 3,0 million square foot hospitals, Turkey, Haiti and Nassau. He is presently semi-retired, living in Medellin, Colombia, and can be reached at bjcamel2012@gmail.com.

Influence Without Authority

David Pells — Wed, 06 May 2026 16:08:46 +0000

Leading AI Modernization Across Boundaries

ADVISORY ARTICLE

By Madhusudan Bangalore Nagaraja

Texas, USA

Many of the leaders most responsible for AI modernization in government hold no formal authority over the agencies, vendors, or systems they depend on. Programme delivery leads, technical advisors, and cross-agency coordinators are accountable for outcomes they cannot mandate. This brief answers a practical question: How do you lead an AI modernization programme when you cannot tell people what to do?

The Accountability Gap

The accountability gap—the distance between what a leader is responsible for delivering and the formal authority they hold to direct it—is a defining feature of large technology programmes. Consider a cross-agency AI data integration programme. The technical lead is accountable for delivery but has no authority over the three agencies supplying the data. Each agency operates under its own governance rules, risk appetite, and legal obligations. When a decision is needed—say, whether to delay a milestone to resolve a data quality problem—the technical lead cannot simply decide. They must create the conditions under which all parties reach a defensible conclusion together. That is the accountability gap in practice.

This gap widens during AI adoption, where unfamiliar technology amplifies stakeholder anxiety and resistance. Without a clear mechanism for reaching shared decisions, transformation stalls—not because solutions are unavailable, but because the right people cannot agree on the risks they are collectively accepting.

Decision Transparency as the Primary Lever

In the absence of formal authority, decision transparency—making the rationale behind every key choice explicit, visible, and consistent across stakeholders—becomes the most powerful tool available. When a leader states the trade-off clearly—delay two weeks to fix a data quality issue, or meet the statutory deadline and accept that risk—the decision is no longer personal. It belongs to everyone in the room. Disagreement shifts from who is right to what risk are we collectively accepting. That shift is what makes progress possible without formal control.

Figure 1 illustrates the three behaviours through which decision transparency operates in practice. Together they enable aligned stakeholders, unblocked decisions, and accountable AI delivery—even where authority is fragmented.

More…

How to cite this article: Nagaraja, M. B. (2026). Influence Without Authority: Leading AI Modernization Across Boundaries, PM World Journal, Vol. XV, Issue V, May. Available online at https://pmworldjournal.com/wp-content/uploads/2026/05/pmwj164-May2026-Nagaraja-Influence-Without-Authority.pdf

About the Author

Madhusudan Bangalore Nagaraja

Texas, USA

Madhusudan Bangalore Nagaraja, PMP, SAFe 6 RTE, PMI-ACP, IEEE Senior Member, is Technical Delivery Manager at eSystems Inc. in Irving, Texas, USA. He leads AI adoption and digital modernization programmes across public-sector, banking, and healthcare environments. Madhusudan has published peer-reviewed research on agentic AI and serves on the PMI Infinity Advisory Committee—PMI’s flagship AI tool. His practice centres on accountable governance and people-centred transformation in regulated, high-stakes delivery contexts. Madhusudan can be contacted at madhunagaraja@ieee.org and LinkedIn: linkedin.com/in/madhusudannagaraja

Better than PERT?

David Pells — Wed, 06 May 2026 16:18:47 +0000

You’d Better Believe!

It’s More ADEPT^[1]

ADVISORY

By Dr. Kenneth Smith, PMP

Honolulu, Hawaii
& Manila, The Philippines

“It is better to be approximately right
than precisely wrong!”
– Warren Buffet

During the late 1950’s, the paradigm for estimating, planning & scheduling project activity durations was revolutionized with PERT/CPM. However, while CPM is still going strong, after almost 70 years in the limelight more dynamic tools & techniques are superseding PERT usage; notably with Monte Carlo software applications. Nevertheless, as an advocate and ‘hands-on’ PERT practitioner for deterministic activity duration analysis & planning throughout my career, IMO some utility can still be derived from a PERT-like approach as a subsidiary to the more sophisticated estimating approaches.

To that end, after intensive scrutiny, I morphed my long-standing ‘PERT-Plus’ Excel template ^[2] into “ADEPT” – as a successor for my workshop participants, PMWJ readers, and other interested At-Large project practitioners. But first, a summary of what PERT is; and why – although still extant – IMO, PERT needs upgrading.

PERT – the Program Evaluation & Review Technique –is an ingenious statistical innovation for offsetting the distorting influence of outliers in activity duration ranges; particularly for uncertain, high-risk projects, such as shown in Figures 1, 2 and 3.

FIGURE 1
HIGH RISK RIGHT-SKEWED ACTIVITY

For a NORMAL Distribution, given a three-point range to estimate an activity duration of

1. 10 days Optimistic (best case)
2. 20 days Most Likely (ML) duration
3. 70 days Pessimistic (worst case)

the graphic would appear with a Mean of 33.3 and a wide range as follows:

More…

How to cite this article: Smith, K.F. (2026). Better than PERT? You’d Better Believe! It’s More ADEPT. PM World Journal, Vol. XV, Issue V, May. Available online at https://pmworldjournal.com/wp-content/uploads/2026/05/pmwj164-May2026-Smith-better-than-PERT.docx

About the Author

Dr. Kenneth Smith

Honolulu, Hawaii
& Manila, The Philippines

Initially a US Civil Service Management Intern, then a management analyst & systems specialist with the US Defense Department, Ken subsequently had a career as a senior foreign service officer — management & evaluation specialist, project manager, and in-house facilitator/trainer — with the US Agency for International Development (USAID). Ken assisted host country governments in many countries to plan, monitor and evaluate projects in various technical sectors; working ‘hands-on’ with their officers as well as other USAID personnel, contractors and NGOs. Intermittently, he was also a team leader &/or team member to conduct project, program & and country-level portfolio analyses and evaluations.

Concurrently, Ken had an active dual career as Air Force ready-reservist in Asia (Japan, Korea, Vietnam, Indonesia, Philippines) as well as the Washington D.C. area; was Chairman of a Congressional Services Academy Advisory Board (SAAB); and had additional duties as an Air Force Academy Liaison Officer. He retired as a ‘bird’ colonel.

After retirement from USAID, Ken was a project management consultant for ADB, the World Bank, UNDP and USAID.

He earned his DPA (Doctor of Public Administration) from the George Mason University (GMU) in Virginia, his MS from Massachusetts Institute of Technology (MIT Systems Analysis Fellow, Center for Advanced Engineering Study), and BA & MA degrees in Government & International Relations from the University of Connecticut (UCONN). A long-time member of the Project Management Institute (PMI) and IPMA-USA, Ken is a Certified Project Management Professional (PMP®) and a member of the PMI®-Honolulu and Philippines Chapters.

Ken has two KENBOOKS: 1. Project Management PRAXIS which includes many innovative project management tools & techniques; and describes a “Toolkit” of related templates, and 2. MUSINGS on Project Management — a compilation of contemporary concerns in project planning, monitoring & evaluation, with some tools & techniques suggested for their solution. Either or both books are available from Amazon, and their related templates are available directly from him at kenfsmith@aol.com on proof of purchase.

To view other works by Ken Smith, visit his author showcase in the PM World Library at https://pmworldlibrary.net/authors/dr-kenneth-smith/

[1] ADEPT: Activity Duration Estimating with Probability Triangulation
[2] Smith, K.F. (2026). In Defense of PERT-PLUS. PM World Journal, Vol. XV, Issue II, February

How to Turn Organizational Silos into Results

David Pells — Wed, 06 May 2026 16:26:06 +0000

ADVISORY ARTICLE

By Jeff Oltmann

Oregon, USA

Some work is simply too big for a project. Success depends on multiple teams, decisions, and timelines fitting together. Even if each part is a standalone success, the overall result may still fail; the product can’t be used, the service doesn’t meet the client’s needs, or the intended benefits never materialize.

The problem isn’t primarily execution. It’s how to integrate across silos.

A common misdiagnosis

I’ve seen leaders try to manage the complexity by using a single, very large project. That rarely helps. Scope becomes unwieldy, dependencies multiply, and competing priorities overwhelm the project structure.

Alternatively, I’ve seen other leaders divide the work into smaller projects and ask teams to coordinate with each other ad-hoc. That usually breaks too—the coordination is informal, dependent on personal relationships, and fragile under pressure.

The real challenge is a lack of integration, and it shows up most clearly in the seams between projects.

- Unmet dependencies cut across teams and schedules.
- Decisions optimize one effort while damaging another.
- Risks aren’t managed because no single project owns them.

Those aren’t problems that better project management alone will solve.

More…

How to cite this article: Oltmann, J. (2026). How to Turn Organizational Silos into Results, PM World Journal, Vol. XV, Issue V, May. Available online at https://pmworldjournal.com/wp-content/uploads/2026/05/pmwj164-May2026-Oltmann-Turn-Organizational-Silos-into-Results.pdf

About the Author

Jeff Oltmann

Oregon, USA

Jeff Oltmann helps organizations accelerate results through strategy deployment and project portfolio management. He consults, teaches, and leads forums for senior PMO leaders. He is principal at Synergy Professional Services (spspro.com) in Portland, Oregon and is on the faculty of the Division of Management at Oregon Health and Science University. He was previously on executive staff at IBM and is the founder of the Portfolio and Project Leaders Forum, a gathering of senior managers who lead project-based organizations (pplforum.org).

Jeff welcomes your questions and ideas. You can contact him at jeff@spspro.com or read previous articles at www.spspro.com/article-library.

Managing AI Software Development

David Pells — Wed, 06 May 2026 16:42:54 +0000

ADVISORY ARTICLE

By Yogi Schulz

Calgary, Alberta, Canada

Managing AI software development differs materially from conventional, procedural custom application delivery due to probabilistic behavior, data dependencies, and continuous learning dynamics. Effective project management requires adapting planning, governance, engineering discipline, and operational practices to the characteristics of AI applications.

For an AI software development project to succeed, the project manager ensures that the project team prominently adds the following concepts in the project charter and the project management plan, and that they receive ongoing attention as the project progresses.

Treat data as a critical asset

Traditional software development is more design and procedure-focused and often insufficiently data-focused. AI systems are fundamentally data-driven. AI project success is often constrained more by data quality than code quality or architecture.

Treat data as a critical asset with:

- Data governance: Establish clear ownership, lineage tracking, and access controls.
- Data quality management: Implement data validation pipelines to detect schema drift, missing values, and bias.
- Data versioning: Use tools to version datasets alongside model versions to ensure reproducibility of results.
- Data labeling: Define consistent annotation guidelines for your annotators and measure the level of inter-annotator agreement.

Incomplete or haphazard data management leads to more hallucinations, undermining trust in the results. Without at least disciplined and perhaps intense data management, downstream AI model performance becomes unpredictable and difficult to debug.

High data quality ensures project success and acceptance of the AI system.

Adopt MLOps as the operating model

Traditional development operations (DevOps) practices, such as automated builds and tests, continuous testing and feedback, and continuous integration, are insufficient for AI systems. Machine language operations (MLOps^[1]) extend development practices to include model lifecycle management.

Adopt these MLOps components beyond DevOps:

More…

How to cite this article: Schulz, Y. (2026). Managing AI Software Development, PM World Journal, Vol. XV, Issue V, May. Available online at https://pmworldjournal.com/wp-content/uploads/2026/05/pmwj164-May2026-Schulz-Managing-AI-software-development.pdf

About the Author

Yogi Schulz

Calgary, Alberta, Canada

Yogi Schulz has over 40 years of Information Technology experience in various industries. Yogi works extensively in the petroleum industry to select and implement financial, production revenue accounting, land & contracts and geotechnical systems. He manages projects that arise from changes in business requirements, from the need to leverage technology opportunities and from mergers. His specialties include IT strategy, web strategy and systems project management.

Mr. Schulz regularly speaks to industry groups and writes a regular column for Engineering.com and for TechNewsDay.com. He has written for Microsoft.com and the Calgary Herald. His writing focuses on project management and IT developments of interest to management. Mr. Schulz served on the Board of Directors of the PPDM Association, the global energy data professionals, for 20 years, until 2015. He can be contacted at yogischulz@corvelle.com.

His new book, co-authored by Jocelyn Schulz Lapointe, is “A Project Sponsor’s Warp-Speed Guide: Improving Project Performance.”

To view other works by Yogi Schulz, visit his author showcase in the PM World Library at https://pmworldlibrary.net/authors/yogi-schulz/

[1] MLOps is a set of practices, culture, and tools aimed at automating and streamlining the entire lifecycle of software development that includes machine learning models.

On David Hillson’s paper

David Pells — Wed, 06 May 2026 16:52:01 +0000

“Beyond resilience: towards antifragility”

PAPER REVIEW

By Thomas Walenta

Hackenheim, Germany

Abstract

This review builds on Hillson’s discussion of antifragility by extending it with selected ideas from Taleb, including the Hydra metaphor, Seneca’s asymmetry, the barbell strategy, and via negativa. It examines how antifragility applies to project and program management, and suggests that programs may be particularly well suited to adaptive, benefit-driven outcomes. The paper also connects these ideas to Bendell’s feedback-loop perspective and Daoist philosophy, emphasizing contextual adaptation over rigid planning. It highlights areas for further research, including long-term strategies, centenarian organizations, and decision-making under uncertainty, and concludes that antifragility is not only about resilience but also a principle for learning, adaptation, and value creation. Overall, the paper argues that antifragility is not only about resilience, but also a principle for learning, adaptation, and value creation

Keywords: Antifragility, Robustness, Resilience, Sustainability, Program vs. Project Management, Chinese and Western culture

Introduction

This article builds on David Hillson’s 2023 opinion piece, “Beyond resilience: towards antifragility?” (Hillson, 2023) and broadens the discussion of antifragility for project and program management. Hillson’s paper and the accompanying webinar provide a practical entry point into a concept introduced by Nassim Nicholas Taleb in Antifragile: Things That Gain from Disorder (Taleb, 2012), which has since attracted growing interest across management and organizational studies.

The present review extends that discussion by drawing on several of Taleb’s core ideas, including the Hydra metaphor, Seneca’s asymmetry, the barbell strategy, optionality, and via negativa. It also considers Hillson’s notion of rheopecticity as a useful way to describe structural improvement under certain kinds of disturbance. On that basis, the paper examines how antifragility may be understood not only as a property of systems but also as a managerial principle for learning, adaptation, and value creation.

A further aim of the article is to explore whether antifragility is more naturally aligned with programs than with projects. While projects are typically defined by fixed scope, deadlines, and preplanned deliverables, programs are oriented toward benefits realization and longer-term value creation, which may make them more receptive to adaptation in the face of uncertainty. For that reason, the paper also connects antifragility to Bendell’s feedback-loop perspective, Daoist thought, and selected questions for future empirical research.

More…

How to cite this work: Walenta, T. (2026). On David Hillson’s paper “Beyond resilience: towards antifragility”, paper review, PM World Journal, Vol. XV, Issue V, May. Available online at https://pmworldjournal.com/wp-content/uploads/2026/05/pmwj164-May2026-Walenta-on-David-Hillsons-paper-Antifragility.pdf

About the Author

Thomas Walenta, PMP, PgMP

PMI Fellow
Hackenheim, Germany

Thomas Walenta brings more than 50 years of experience in projects, including over three decades in leadership and two decades in program management. He delivered his first project in 1974 and went on to spend much of his career at IBM, where from the mid-1990s he built PMOs, led complex programs, and successfully turned around troubled initiatives. His work included major SAP rollouts, outsourcing contracts, and portfolio integration across industries and regions. More recently, he supported a German manufacturer in introducing enterprise-wide portfolio management and a hybrid PMO. Over the years, his assignments have taken him through government, banking, insurance, electronics, and automotive sectors, and his professional journey has spanned Europe, Russia, the U.S., Japan, India, and nearly 100 countries worldwide.

Since 1998, Thomas has been an active volunteer with the Project Management Institute (PMI). He served as President of the PMI Frankfurt Chapter, completed two terms on PMI’s global Board of Directors, and spent five years on PMI’s Ethics Review Committee. In 2012, he received the PMI Fellow Award, awarded to fewer than 100 individuals worldwide. He has held the PMP since 1998 and the PgMP since 2014. He continues to volunteer for global PMI groups and works as an event manager for the local Chapter.

Thomas has led his own consulting business since 2001, taught project management at two universities for over 20 years and spoken at more than 100 international conferences. He has published extensively on project and program management, earned a diploma as a non-executive director from the UK’s Institute of Directors in 2017, and has been pursuing a DBA at SBS in Zurich since 2023. He also mentors around 15 professionals, apprentices, and refugees. Thomas lives in Hackenheim, near Frankfurt, Germany, and can be reached at thwalenta@online.de.

Enterprise AI Is Being Bought, Not Trusted

David Pells — Wed, 06 May 2026 16:58:07 +0000

Why adoption is growing, margins are not, and why

hesitation is more rational than it looks.

COMMENTARY

By Aina Aliieva

Toronto, Ontario, Canada

Enterprise AI is not delivering results because it is being implemented as a checkbox rather than a system-level transformation.

Companies are not asking where AI increases margin.

They are asking: “Can we show off that we are not behind, that we are innovative and have AI?”

We’ve seen this pattern before. Companies were implementing Agile 10–15 years ago, just to feel that they were transforming and modernizing.

For business, it means that activity was prioritized over impact and demonstration instead of outcome.

We are deploying AI faster than we understand it.

01: Why OpenAI / Anthropic still make billions

Thousands of companies pay $200+ per seat and use AI occasionally — drafting, searching, and summarizing. At scale, that turns into billions.

However, value is not being created. Instead, this demonstrates purchasing behaviour.

Inside most organizations today, AI writes, assists, suggests. It helps locally, but it doesn’t run processes, make decisions that hold, or carry accountability. The core system — coordination, prioritization, decision-making — remains unchanged.

02: AWS as a case

Amazon introduced a rule: AI-generated code cannot be used without human review. That decision followed production incidents caused by AI-written code.

The change was in the system. Amazon defined a boundary where AI can generate, while final execution remains outside the model.

More…

How to cite this article: Aliieva, A. (2026). Enterprise AI Is Being Bought, Not Trusted, commentary, PM World Journal, Vol. XV, Issue IV, April. Available online at https://pmworldjournal.com/wp-content/uploads/2026/05/pmwj164-May2026-Aliieva-enterprise-AI-is-being-bought-not-trusted.pdf

About the Author

Aina Aliieva

Toronto, Ontario, Canada

Aina Aliieva (Alive) is an experienced Agile Coach and a Business Consultant with 20 years of experience across diverse industries, including hospitality, tourism, banking, and engineering, bringing a cross-domain perspective to complex organizational environments. She is the Founder & CEO at Bee Agile and the CEO & VP of Marketing at The PMO Strategy and Execution Hub. Her work focuses on complex organizational environments where decision-making, execution, and alignment intersect. She operates at the intersection of AI, cybersecurity, decision-making, and organizational systems, advising senior leaders on how decisions are formed, shaped, and governed in complex environments.

Aina is a keynote speaker on Agile, Project Management, AI, cybersecurity, negotiation, and organizational decision-making. She was a guest instructor at NASA in 2022 and 2023, delivering sessions on conflict resolution, negotiation, and facilitation techniques. She serves as a judge for the PMI PMO of the Year Awards and MBA case competitions, contributing to the evaluation of strategic, organizational, and execution excellence across diverse industries.

Her book, It Starts with YOU. 40 Letters to My Younger Self on How to Get Going in Your Career, reached #1 in the job-hunting category on Amazon and is featured in the Forbes Councils Executive Library. She also led The Evolution of the PMO: Rise of the Chief Project Officer, a global collaborative project that brought together 40 authors across six continents. In addition, she contributed to several professional publications, including Mastering Solution Delivery, Green PMO, and Agile Coaching and Transformation. She contributes to professional publications, including PM World Journal, and publishes ongoing research and field observations through her Substack, AI–EI Fieldnotes. She has delivered invited sessions for PMI chapters globally.

Aina was a Finalist in the Immigrant Entrepreneur of the Year category in 2021 by the Canadian SME National Business Award. She is currently pursuing a private pilot license, volunteers at cultural and community events, including golf and Formula 1 events, and has travelled to more than 65 countries. She can be contacted at https://www.linkedin.com/in/aina-aliieva/. To view published works by Aina, visit https://pmworldlibrary.net/authors/aina-aliieva/

To view other works by Aina Aliieva, visit her author showcase in the PM World Library at https://pmworldlibrary.net/authors/aina-aliieva/

Agentic AI in Project Management

David Pells — Wed, 06 May 2026 17:03:40 +0000

Are We Ready for Autonomous PMs?

COMMENTARY

By Archana Choudhary

Texas, USA

Imagine This…

It’s a Monday morning, a project manager logs into their project dashboard expecting the flood of updates and actions to be taken. Instead, he finds something different.

- Risks are already identified
- Stakeholders have received tailored updates
- Resource conflicts are resolved as the schedule has been re-optimized based on real-time data

What once required hours of coordination and decision-making has been executed autonomously.

This isn’t futuristic vision. It’s an early reality of Agentic AI in project management.

For decades, project management discipline has evolved through improvements in methodology, tooling and governance. According to the 2018 Pulse of the Profession®, a global survey conducted by Project Management Institute (PMI), reveals around $1 million is wasted every 20 seconds collectively by organizations around the globe due to the ineffective implementation of business strategy through poor project management practices. This equates to roughly $2 trillion dollars wasted a year. The study shows that on average organizations waste 9.9 percent of every dollar* due to poor project performance, and that around one in three projects (31 percent) do not meet their goals. Reference: pulse-of-the-profession-2018-media-release.pdf

This article explores the rise of agentic AI in project management, beginning with how the discipline has evolved to this point, and why is now at the cusp of most significant transformation path.

What is Agentic AI?

Agentic AI refers to autonomous artificial intelligence systems designed to achieve specific goals with minimal human supervision. Unlike traditional AI, which operates within predefined constraints and requires human intervention, agentic AI exhibits autonomy, adaptability and goal driven behavior.

These systems leverage large language models (LLMs) and generative AI techniques. Generative AI focuses on creating content while agentic AI extends this by using generative outputs to perform complex tasks autonomously.

Unlike traditional AI tools or copilots that assist with tasks, Agentic AI can:

More…

How to cite this article: Choudhary, A. (2026). Agentic AI in Project Management: Are We Ready for Autonomous PMs?, commentary, PM World Journal, Vol. XV, Issue V, May. Available online at https://pmworldjournal.com/wp-content/uploads/2026/05/pmwj164-May2026-Choudhary-Agentic-AI-In-Project-Management.pdf

About the Author

Archana Choudhary

Florida & Texas, USA

Archana Choudhary is Vice President at Deutsche Bank, with over 20 years of experience in IT project management. She is recognized expert in strategy execution, PMO leadership, and project portfolio management having led complex initiatives including bank acquisitions and mergers, as well as Agile transformations that unified siloed teams and stabilized fluctuating priorities under robust PMO structures.

A frequent speaker, author, and PMP mentor, Archana has contributed to PMI global standards and delivered presentations at various PMI chapters, including Dallas, Carolina, North East Florida, Miami Conference, Global Summit, Agile Asia Pacific symposium, among others.

She is an award-winning project management professional, honored at various platforms like Women in Tech as Global Technology Leader, PMI Phoenix. Recognized for leadership excellence, influence and strengthening professional PM communities, contributing to advancing women in project management.

Archana also serves as a judge for prestigious international awards, including PMI PMO Awards, startups and is regarded as a thought leader in the field. She can be contacted at www.linkedin.com/in/archana-choudhary-690875b0

The Evolution of the PMO

David Pells — Wed, 06 May 2026 17:17:39 +0000

Driving Agility, Insight and Strategic

Value in Modern Organisations

COMMENTARY

By Nana Aforo Akosua Newman

Ghana

In many organisations, the Project Management Office (PMO) has long been viewed as a standardised governance function responsible for reporting cycles, templates, risk logs, and documentation compliance. While structure and discipline remain essential, this traditional view captures only a fraction of the value that high-performing PMOs deliver today.

The modern operating environment is dynamic, data driven, and increasingly digital due to this shift, many organisations face simultaneous pressures from rapid innovation cycles, cost constraints, regulatory change, rising customer expectations, and globally distributed teams. In response to this, forward looking leaders are redefining what the PMO is and what it can achieve. Beyond serving as a governance and administrative hub, the PMO is transforming into a strategic accelerator, one that shapes investment decisions, guides transformation, strengthens organisational capability, and enables data-driven decision-making at enterprise scale.

A joint report by the Project Management Institute (PMI) and PricewaterhouseCoopers (PwC) illustrates this shift clearly. The Evolution of PMOs: Delivering Value Through xMOs examines how PMOs are moving beyond traditional governance and reporting functions to become strategic value delivery enablers. Drawing on a global survey of more than 4,000 project professionals and insights from PMO leaders worldwide, the study finds that high-performing organisations redirect the PMO’s focus away from managing schedules and budgets, and toward enabling outcomes, aligning initiatives with strategic objectives, and supporting teams in delivering customer value. The report introduces the concept of the “xMO”: an evolved PMO model defined by a people and culture mindset, strategic alignment, delivery flexibility, and strong support for execution teams. Its central conclusion is that organisations which continuously redesigns and matures their PMO structures supported by leadership commitment, data-driven insights, and modern digital tools, are better positioned to improve business performance and sustain value delivery over time.

In practice, PMOs generally operate within three structural models: supportive, controlling, and directive, each defined by its degree of authority. These models provide a foundational framework for PMO design, but what truly distinguishes high performing PMOs is not the model they adopt, but how each model evolves in response to organisational maturity, strategic priorities, and the demands of a modern operating environment. The sections that follow explore the traditional form of each model and how leading organisations are transforming them to deliver greater capability, insight, and enterprise value.

Supportive PMO: From Process Support to Capability Builder

Traditionally, the supportive PMO operates in an advisory capacity. It provides templates, tools, best practices, and training to standardise delivery approaches and reduce fragmentation across teams. Authority is usually minimal, and project managers retain full autonomy. In high-performing organisations, however, the supportive PMO has evolved far beyond process guidance. Its focus has shifted toward strengthening organisational capability and delivery culture. By leveraging automation, AI-assisted analysis, and streamlined reporting, administrative burdens are reduced, freeing the PMO to concentrate on developing people and embedding value-driven practices.

More…

How to cite this work: Newman, N. A. A. (2026). The Evolution of the PMO: Driving Agility, Insight and Strategic Value in Modern Organisations, advisory, PM World Journal, Vol. XV, Issue V, May. Available online at https://pmworldjournal.com/wp-content/uploads/2026/05/pmwj164-May2026-Newman-Evolution-of-the-PMO-commentary.pdf

About the Author

Nana Aforo Akosua Newman

Ghana

Nana Aforo Akosua Newman is a financial technology expert and project management professional with over fifteen years of experience deploying inclusive financial systems and delivering business transformation across Africa. She is currently Head of the Project Management Office at Ghana’s largest bank, where she leads the delivery of enterprise initiatives and strategic transformation programmes.

Prior to her current role, Nana Aforo served as Managing Consultant at Swifta International, where she led the firm’s expansion from operations in 3 countries to a presence across 12 African markets. During this time, she oversaw the delivery of scalable technology solutions that generated sustained revenue growth. Her combined experience in banking and technology sectors gives her a unique perspective on the evolving landscape of digital financial services and financial inclusion.

Nana Aforo holds a BSc in Building Technology from Kwame Nkrumah University of Science and Technology, Ghana and MSc in Project Management from University of Birmingham, United Kingdom. She is certified as a Project Management Professional (PMP®), a Professional in Business Analysis (PBA®), a Risk Management Professional (RMP®), and an Agile Certified Practitioner (PMI-ACP®)). She has also completed executive education programmes at Harvard Business School and Oxford University, further strengthening her leadership and management capabilities.

Beyond her professional career, Nana is deeply committed to social impact and inclusive development. She co-founded DNF Ghana in 2015, a nonprofit organisation dedicated to advancing the rights of people with disabilities and promoting women’s economic empowerment through entrepreneurship and skills development.

As a passionate advocate for inclusive finance and organisational transformation, Nana continues to contribute her expertise toward building resilient, accessible, and future ready financial systems that empower communities and businesses across Africa. She can be contacted at nana.a.newman@gmail.com

Quantum Project Management:

David Pells — Wed, 06 May 2026 17:23:05 +0000

Rethinking How We Deliver the

World’s Largest Projects

COMMENTARY

By Bob Prieto

Florida, USA

At a point in my career I traveled monthly to Perth, Australia, to provide strategy advice for one of the world’s largest iron‑ore expansions. Each visit followed the same rhythm: embed with the project team, interview leaders across companies, diagnose emerging issues, and return home to write a 20‑page white paper capturing what I saw and importantly the insights I had gained.

At the ninth month when the assignment was coming to a conclusion, the Owner’s head of strategy pulled me aside. He had saved every white paper. “This is good stuff,” he said. “You need to turn it into a book.”

That book—Strategic Program Management—became the first articulation of a philosophy that would eventually evolve into something far more ambitious: Quantum Project Management (QPM).

What began as field observations on misalignment and managerial friction would grow into a new theoretical framework for understanding why two out of three large complex projects still fail, despite decades of process improvements, certifications, and methodologies.

This is the story of how that framework emerged—and why it matters now more than ever.

The First Insight: Alignment Isn’t a Buzzword—It’s Physics

On that mining megaproject, I noticed something subtle but destructive. Senior leaders weren’t misaligned in a dramatic way; they simply held slightly different interpretations of the project’s strategic business outcomes.

They knew generally what the owner wanted… But they would have these slight differences in interpretation… and that friction becomes a barrier to effective communication.”

Those tiny interpretive gaps created drag—like two hands rubbing together until heat and resistance build. Over time, the friction consumed attention, slowed decisions, and obscured the true objective: “crush rocks and get them to China as fast as they could.”

This was the first clue that large projects distort their environment, creating forces and flows that classical project management simply doesn’t account for.

The Second Insight: Projects Behave Like Patients

Years later, while strongly engaged in a research partnership between Fluor and IBM’s Watson team, I witnessed and helped shape one of the earliest applications of AI to project prediction.

More…

How to cite this work: Prieto, R. (2026). Quantum Project Management: Rethinking How We Deliver the World’s Largest Projects, PM World Journal, Vol. XIV, Issue V, May. Available online at https://pmworldjournal.com/wp-content/uploads/2026/05/pmwj164-May2026-Prieto-Quantum-PM-Rethinking-How-We-Deliver-Largest-Projects.pdf

About the Author

Bob Prieto

Chairman & CEO
Strategic Program Management LLC
Jupiter, Florida, USA

Bob Prieto is Chairman & CEO of Strategic Program Management LLC focused on strengthening engineering and construction organizations and improving capital efficiency in large capital construction programs. Previously, Bob was a senior vice president of Fluor, focused on the development, delivery, and turnaround of large, complex projects worldwide across all of the firm’s business lines; and Chairman of Parsons Brinckerhoff, where he led growth initiatives throughout his career with the firm.

Bob’s board level experience includes Parsons Brinckerhoff (Chairman); Cardno (ASX listed; non-executive director); Mott MacDonald (Independent Member of the Shareholders Committee); and Dar al Riyadh Group (current)

Bob consults with owners of large, complex capital asset programs in the development of programmatic delivery strategies encompassing planning, engineering, procurement, construction, financing, and enterprise asset management. He has assisted engineering and construction organizations to improve their strategy and execution and has served as an executive coach to a new CEO. He is author of eleven books, over 1000 papers and National Academy of Construction Executive Insights, and an inventor on 4 issued patents.

Bob’s industry involvement includes the National Academy of Construction and Fellow of the Construction Management Association of America (CMAA). He serves on the New York University Tandon School of Engineering Department of Civil and Urban Engineering Advisory Board and New York University Abu Dhabi Engineering Academic Advisory Council and previously served as a trustee of Polytechnic University. He has served on the Millennium Challenge Corporation Advisory Board and ASCE Industry Leaders Council. He received the ASCE Outstanding Projects and Leaders (OPAL) award in Management (2024). He was appointed as an honorary global advisor for the PM World Journal and Library.

Bob served until 2006 as one of three U.S. presidential appointees to the Asia Pacific Economic Cooperation (APEC) Business Advisory Council (ABAC). He chaired the World Economic Forum’s Engineering & Construction Governors and co-chaired the infrastructure task force in New York after 9/11. He can be contacted at rpstrategic@comcast.net.

To see more works by Bob Prieto, visit his author showcase in the PM World Library at https://pmworldlibrary.net/authors/bob-prieto/

The Team Performance Paradox

David Pells — Wed, 06 May 2026 17:28:31 +0000

How a Single Toxic Behavior

Can Sabotage a Project

COMMENTARY

By Luca Paolo Giuseppe Prinzio

Turin, Italy

“A single toxic behavior can cost 40% of performance. Are you measuring it?”

Discover the Felps experiment and how to change team management in projects.

Abstract

This article, inspired by Will Felps’ experiment, shows how even a single dysfunctional behaviour can drastically reduce a team’s performance. It proposes tools and approaches for the Project Manager to read, prevent, and transform relational dynamics in complex projects.

Introduction

In 2006, researcher Will Felps, together with colleagues Terence R. Mitchell and Eliza Byington, published a study that would leave a profound mark on the field of organisational psychology: How, When, and Why Bad Apples Spoil the Barrel: Negative Group Members and Dysfunctional Groups. The work, published in Research in Organizational Behavior, explored a theme as intuitive as it is underestimated: the destabilising effect that a single dysfunctional behaviour can exert on the entire balance of a team.

Starting from a theoretical analysis and a solid review of the literature, the researchers formalised a principle that many managers experience empirically but struggle to translate into practice: dysfunctional dynamics in groups do not develop linearly, but exponentially. In other words, a single hostile, apathetic, or chronically negative member can disproportionately compromise overall performance, even when the other team members are motivated, brilliant, and well-intentioned.

Among the studies conducted as part of their research, one in particular became emblematic for its evocative power. In a controlled university environment, Felps and colleagues divided students into small working groups tasked with solving a complex management problem within 45 minutes. The group with the best performance would receive a monetary prize. However, in some groups, an actor was inserted—unknown to the other participants—instructed to impersonate one of three dysfunctional roles: the Withdrawn, disengaged and apathetic, often with feet on the table and eyes on their mobile phone; the Sarcastic, critical and contemptuous, ready to ridicule others’ ideas; and finally the Pessimist, constantly demoralised and ready to discourage any initiative with phrases like “We’ll never make it anyway”.

More…

How to cite this work: Prinzio, L. P. G. (2026). The Team Performance Paradox: How a Single Toxic Behavior Can Sabotage a Project, PM World Journal, Vol. XV, Issue V, May. Available online at https://pmworldjournal.com/wp-content/uploads/2026/05/pmwj164-May2026-Prinzio-The-Team-Performance-Paradox.pdf

About the Author

Luca Paolo Giuseppe Prinzio

Turin, Italy

Luca Paolo Giuseppe Prinzio is a certified Project Manager and Database Administrator at CSI Piemonte in Turin, Italy, where he participates in complex projects on cloud and security. For over twenty years he has worked in the ICT world and carries out teaching and consulting activities in the field of Project Management. He can be contacted at lprinzio@gmail.com and linkedin.com/in/lprinzio

Assessment of Construction Delay Factors

David Pells — Wed, 06 May 2026 18:13:37 +0000

A Case Study of a Leading Real Estate

Company in Ethiopia

CASE STUDY / LESSONS LEARNED

By Engineer Kebede Bekele Desta

Addis Ababa, Ethiopia

Abstract

Construction in Ethiopia’s residential private housing market typically suffers from considerable delays, resulting in a significant amount of time added to the duration of the project compared to initially expected. This paper assesses the root real causes of using construction delay factors for a leading real estate company in Ethiopia. The methodology used is a quantitative research design. Data collection took place among 50 construction professionals. Data analysis employed both Root Cause Analysis (RCA) and the Relative Importance Index (RII). Contractor-related delay causes arise from scheduling issues (RII 0.84) , inadequate site safety (RII 0.74), and delayed delivery of materials (RII 0.74). The use of new technologies in project management and effective logistics would help mitigate these contractor-caused delays. Owner-related reasons for delay stem from managerial problems (RII 0.68), and contract disputes (RII 0.67). Streamlined approval processes, more clearly defined cost escalation provisions, and a liquid asset base to enable timely payments are all necessary to address owner-caused delays. In addition, consultant-caused delays relate directly to poor quality control (RII 0.72), and slow approvals (RII 0.66). Both may require more stringent technical oversight and a more rapid response to requests for additional information to reduce the need for costly rework. Lastly, external factors that impact construction projects include shortages in the marketplace (RII 0.79).Supply chain hedging, and purchasing large quantities of materials at one time will also help protect the project from high prices and supply interruptions. Ultimately, this study finds that systemic changes within organizations, such as adopting scientific scheduling, adding inflation escalators into contracts, and proactively managing their supply chains can help alleviate the many delays ranked at or near the top and provide for resilient project completion for a top real estate firm in Ethiopia.

Keywords: Construction Delays, Real Estate Development, Relative Importance Index (RII), Ethiopia, Fish bone Diagram, Project Management

Introduction

Construction projects are an essential component of development. This includes residential and commercial building construction, transportation construction such as roads, highways, railroads and airports. Industrial facility construction is also included. Construction projects have become increasingly important for the continued health of the economy. However, construction projects are extremely difficult to manage due to the various number of uncertainties, the amount of complexity involved in managing a multitude of stakeholders, and the variety of technological problems encountered throughout the process. Delays in completing a construction project are a significant problem for all construction projects around the world. However, it appears that this issue has reached epidemic proportions in developing countries. Delays have been identified as a major obstacle to successful construction project delivery.

Delays in completing construction projects continue to be a serious issue regarding project delivery. It is stated that the success of a construction project is determined by three elements: time, cost, and quality. To meet the requirements necessary for achieving each of these aspects, careful planning, coordinated execution, and efficient management of project resources, stakeholders and processes are required. A commonly referenced model known as the “project management triangle” supports this assertion. The triangle suggests that there is a relationship among the three project objectives. If one objective is compromised, at least one other will be affected negatively affected (Amoah et al., 2021). For example, would be if a delay occurs during the construction phase extending the schedule, this could result in additional costs and/or potential loss of quality.

More…

How to cite this paper: Desta, K. B. (2026). Assessment of Construction Delay Factors: A Case Study of a Leading Real Estate Company in Ethiopia; PM World Journal, Vol. XV, Issue V, May. Available online at https://pmworldjournal.com/wp-content/uploads/2026/05/pmwj164-May2026-Bekele-Assessment-of-construction-delay-factors-in-Ethiopia.pdf

About the Author

Kebede Bekele Desta

Addis Ababa, Ethiopia

Kebede Bekele Desta is professionally a Civil Engineer with more than 23 years of experience in the Ethiopian construction sector. He has a BSC/MSC in Civil Engineering and MBA in construction project management. He is currently a PhD candidate in the field of Business Leadership (Project Management). With over a decade of experience in construction and project management, currently serving as PPP and Special Projects Manager at Real Estate Company. Skilled in overseeing large-scale projects, ensuring quality management, and spearheading successful public-private partnerships. Committed to driving efficient project execution while fostering collaboration and excellence. Brings a wealth of expertise from previous leadership roles, including managing engineering departments and contract administration. Dedicated to aligning organizational goals with innovative project management strategies to deliver impactful results. He can be contacted at kbdmst@gmail.com

Some mid-career external help-related activities

David Pells — Wed, 06 May 2026 18:42:56 +0000

Some “extra-curricular” influences on my project

management perspectives: 2

PERSONAL STORY

By Alan Stretton, PhD (Hon)

New Zealand

INTRODUCTION

Background to this series of three articles

As noted in the first article of this series (Stretton 2026c), I had earlier discussed some experiential influences on my perspectives on project management in Stretton 2025c, which was strongly focused on directly career-related experiential influences.

However, there have also been other types of influences which have helped shape my perspectives and writings on project management. This is the second of three articles which discuss some of these. I have used the descriptor “extra-curricular” to distinguish these influences from the more direct career-related experiential influences discussed in Stretton 2025c

The first of these articles looked at some early-career education-related influences. This second article looks at some mid-career external help-related activities I undertook, and their influences. The third article will be concerned with some late-career and post-retirement activities and their influences.

Figure 1 broadly relates these career stages with my primary activities at those times.

Figure 1. Relating career stages with primary activities at those times

Some background to this second article

My regular-career vocational activities in this mid-career stage

First, it should be noted that these external help-related mid-career activities were undertaken whilst I was working full time with Civil & Civic, and its parent company, Lend Lease Corporation (often abbreviated to C&C/LLC), which mainly operated in the Australian building industry. My many roles in over a quarter century with them were summarised in the first article of this series, so will not be repeated here.

The broad nature of my external help-related activities

The majority of my external help-related activities discussed below were education-related. Mostly they involved my working with established educational institutions in teaching mature-age students in graduate diploma or masters courses, generally on project planning and control, but also on other management-related topics.

Some personal background relevant to my external activities

We will first look at some personal background which underlay these external initiatives, initially in the context of project planning. Stretton 2025d included discussions of the introduction and deployment of network planning techniques into Civil & Civic (C&C) from 1962.

I described how we moved from arrow diagramming (the Critical Path Method – CPM) to Fondahl’s “activity-on-node” method (later to be described as the Precedence Diagramming Method – PDM) in 1963. I also described how enthusiastically this was taken up by our project managers, how it evidently contributed to improved project performance, and thence to C&C’s evolving reputation for on-time-and-budget project delivery.

Much of my role in all this (along with two of my staff in particular) was essentially educational. We undertook some formal internal education sessions, but mainly worked directly with project teams, helping them plan and control their projects.

More…

How to cite this work: Stretton, A. (2026). Some “extra-curricular” influences on my project management perspectives. 2. Some mid-career external help-related activities, PM World Journal, Vol. XV, Issue V, May. Available online at https://pmworldjournal.com/wp-content/uploads/2026/05/pmwj164-May2026-Stretton-Extra-curricular-PM-influences-2-Mid-career.pdf

About the Author

Alan Stretton, PhD

Life Fellow, AIPM (Australia)
Auckland, New Zealand

Alan Stretton is one of the pioneers of modern project management. In 2006 he retired from a position as Adjunct Professor of Project Management in the Faculty of Design, Architecture and Building at the University of Technology, Sydney (UTS), Australia, which he joined in 1988 to develop and deliver a Master of Project Management program. Prior to joining UTS, Mr. Stretton worked in the building and construction industries in Australia, New Zealand and the USA for some 38 years, which included the project management of construction, R&D, introduction of information and control systems, internal management education programs and organizational change projects. Alan has degrees in Civil Engineering (BE, Tasmania) and Mathematics (MA, Oxford), and an honorary PhD in strategy, programme and project management (ESC, Lille, France). Alan was Chairman of the Standards (PMBOK) Committee of the Project Management Institute (PMI®) from late 1989 to early 1992. He held a similar position with the Australian Institute of Project Management (AIPM) and was elected a Life Fellow of AIPM in 1996. He was a member of the Core Working Group in the development of the Australian National Competency Standards for Project Management. He has published 280+ professional articles and papers. Alan can be contacted at alanailene@bigpond.com .

To see more works by Alan Stretton, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/alan-stretton/.

May 2026 PM Update from Madrid

David Pells — Wed, 06 May 2026 19:01:12 +0000

REPORT

By Alfonso Bucero, PhD

International Correspondent

Madrid, Spain

PMI Madrid Spain Chapter monthly meeting

April 23^rd, 2026

On April 23, 2026, the PMI Madrid Chapter held its monthly meeting, where two members who have launched two new projects for the Chapter’s members (Entrepreneurs and Health and Pharma) briefly participated. Additionally, Alfonso Bucero gave a presentation on the topic “LEADING YOURSELF IN TIMES OF AI,” which was well received by all attendees.

The agenda was as follows:

1. Introduction (Jesús Vázquez)
2. Leading oneself in times of AI (Alfonso Bucero)
3. Brief presentation of the entrepreneur project (Ignacio)
4. Brief presentation of HEALTH (Barbara Marcos Figueroa)
5. Delivery of Recognitions and congratulations to new certified partners.

There was an attendance of more than seventy professionals, among them some project management students from EAE (School of Business Administration).

Later, as has become customary, there was a “networking” session in a nearby restaurant where we had the opportunity to exchange opinions, ideas, and projects.

More…

To read entire report, click here for ( English ) or ( Spanish )

How to cite this report: Bucero, A. (2026). Title, report, PM World Journal, Vol. XV, Issue V, May. Available online at: https://pmworldjournal.com/wp-content/uploads/2026/05/pmwj164-May2026-Bucero-Regional-Report-Spain-English.pdf

About the Author

Alfonso Bucero, PhD

Madrid, Spain

Alfonso Bucero, Ph.D., CPS, ACE, PMP, PMI-RMP, PfMP, SFC, IPMO-E, PMI Fellow, is an International Correspondent and Contributing Editor for the PM World Journal in Madrid, Spain. Mr. Bucero is also the founder and Managing Partner of BUCERO PM Consulting. Alfonso was the founder, sponsor, and President of the PMI Barcelona Chapter until April 2005 and belonged to PMI’s LIAG (Leadership Institute Advisory Group). He was the past President of the PMI Madrid Spain Chapter and then nominated as a PMI EMEA Region 8 Component Mentor. Alfonso was a member of the PMIEF Engagement Committee.

To see other works by Alfonso Bucero, visit his author showcase in the PM World Library at https://pmworldlibrary.net/authors/alfonso-bucero/

From High Ambition to Delayed Deliveries

David Pells — Wed, 06 May 2026 19:11:36 +0000

Assessing Nepal’s National Pride

Project Portfolio in 2026

May 2026 PM Update from Nepal

REPORT

By Yamanta Raj Niroula

International Correspondent

Kathmandu, Nepal

1. Introduction

Nepal’s National Pride Projects (NPP) are a government-led effort to deliver large, high-impact infrastructure at scale. The program began in fiscal year 2011/12 with 17 flagship projects and has since grown to 27, covering hydropower, irrigation, transport, water supply, and cultural heritage. The goal is to address long-standing gaps in energy, connectivity, and basic services.

The “national pride” designation is intended to give selected projects priority budget access, closer political oversight, and faster approvals. The logic is straightforward: concentrate limited institutional capacity on a defined set of high-impact projects rather than spreading effort across a wide portfolio. Over time, the list has shifted in response to changing political priorities, post-earthquake reconstruction needs, and climate considerations.

Progress has been uneven. A handful of projects have reached completion and are delivering real benefits, particularly in power generation and urban water supply. Most others continue to face delays tied to land acquisition, environmental approvals, procurement bottlenecks, and weak inter-agency coordination. The gap between planned and actual timelines remains one of the program’s defining characteristics.

This report provides a current snapshot of the National Pride Projects as of 2026. It traces the program’s evolution, assesses implementation progress across sectors, examines the structural constraints affecting delivery, and reviews recent reform efforts. It also draws out practical lessons for managing large public infrastructure portfolios in resource-constrained settings.

2. Evolution of the Pride Projects List

The program was formally established in 2011/12 when the National Planning Commission identified 17 core projects. New projects were added in waves over the following years, with hydropower, irrigation, strategic roads, and tourism developments progressively included. By 2026, the total stood at 27 projects.

Each successive government has reviewed and adjusted the list. Previous administrations set ambitious completion targets, including a push to finish many projects by FY 2025/26. The current government under Prime Minister Balendra Shah, who took office in March 2026, has flagged a fresh review as part of its 100-point reform agenda.

More…

To read entire newsletter, click here

How to cite this work: Niroula, Y. R. (2026). From Ambition to Execution: Delivery Constraints in Nepal’s National Pride Project Portfolio, report, PM World Journal, Vol. XVI, Issue V, May. Available online at: https://pmworldjournal.com/wp-content/uploads/2026/05/pmwj164-May2026-Niroula-Assessing-Nepals-National-Pride-Project-Portfolio-report.pdf

About the Author

Yamanta Niroula

Kathmandu, Nepal

Yamanta Niroula is a seasoned Project Management Professional with over 17 years of extensive experience in engineering, infrastructure development, and project management across diverse global environments. His expertise includes project planning, procurement, contract management, stakeholder coordination, and risk mitigation, with a strong focus on executing projects in remote and developing regions under complex operational conditions.

Yamanta holds a Bachelor of Engineering in Civil Engineering and a Master of Arts in Rural Development, along with a Diploma in Civil Engineering. He is a certified Project Management Professional (PMP®) and an active member of the Project Management Institute (PMI) since 2010.

Yamanta has extensive experience in project management, successfully overseeing all stages of construction projects from initial planning to final evaluation. He specializes in managing complex processes, including procurement, contracting, and execution, while maintaining efficiency and regulatory compliance. By staying updated on industry standards and advancements, he has ensured that projects are forward-thinking, sustainable, and adaptable to changing environments.

Yamanta has successfully managed large-scale infrastructure projects, including roads, electrical infrastructure, wastewater treatment plants, logistics facilities, and disaster recovery programs. He has served in various capacities as Project Controls Specialist, Design Manager, Planning Manager, Engineer and Project Manager across international organizations and UN agencies in Nepal, the Maldives, Singapore, Afghanistan, the Philippines, Nigeria, Yemen, Sudan, and Ethiopia.

He has been responsible for project design, planning, execution, and control, ensuring timely delivery, budget adherence, and quality assurance while enhancing overall program outputs.

Yamanta lives in Kathmandu, Nepal and can be contacted at niroulayr@gmail.com

View his full correspondent profile at https://pmworldlibrary.net/yamanta-raj-niroula/

To view other works by Yamanta Ray Niroula, visit his author showcase at https://pmworldlibrary.net/authors/yamanta-raj-niroula/

Lead Smarter, Adapt Faster

David Pells — Wed, 06 May 2026 19:20:56 +0000

PMI Dallas Chapter Raises the Bar in May 2026

PMI Dallas Chapter Newsletter – May 2026

REPORT

By Joseph Adebanjo

Newsletter Director
PMI Dallas Chapter

North Texas, USA

The PMI Dallas Chapter’s May 2026 newsletter arrives at a time when the profession itself is calling on project managers to evolve. This edition meets that moment directly, offering members a month-long curriculum built around adaptability, empathy, executive presence, and the human dimensions of leading through change.

The centerpiece of the May edition is the Monthly Dinner Meeting on May 14 at Brookhaven Country Club, an ambitious triple-session evening featuring an immersive Think Tank on executive presence led by Global Presence and Personal Branding Strategist Elizabeth De Moraes, a practitioner-focused conversation on PMI Infinity with the platform’s Director of Product John Davidge, and a spotlight session on PMI’s global construction strategy featuring the PMI-CP program and its North American leadership. The breadth and caliber of a single evening’s programming reflect the chapter’s growing ambition for its flagship events.

Beyond the dinner, May’s programming is unusually rich. The chapter hosted a Plano Breakfast Hybrid Meeting on May 9 featuring Sunil Kumar Suvvari, PMI-ACP, CPACC, and PMI Dallas Vice President of Professional Development, who challenged practitioners to treat inclusive design not as a compliance mandate but as a measurable competitive advantage. The PMI Speaker Series in collaboration with Ericsson on May 13 featured Erin Ramirez, a Nobel Peace Scholar and organizational scientist, who introduced Adaptability Intelligence, AQ, as the defining leadership capability for project professionals navigating disruption. The Virtual Lunch and Learn on May 29 featured Lenka, PMI’s Chief of Staff to the CEO, who reframed organizational change as a continuous capability rather than a discrete initiative.

The edition also features the May 2026 Volunteer Spotlight celebrating Bob Beideck, CSM, CSPO, DASM, DTM, whose contributions to the chapter’s technology infrastructure and Toastmasters program exemplify the quiet, indispensable service that sustains community organizations. The chapter’s partnership with the 5C Leadership Foundation for the DFW Youth Leadership Forum on May 16, featuring a closing keynote from Chapter President Kimia Penton, signals PMI Dallas’s growing investment in developing the next generation of project management professionals well before they reach the workforce.

The May edition also highlights the North Texas Project Management Conference, scheduled for September 26 at UNT Frisco, with early bird registration open at $185 for chapter members.

This report is submitted to the PM World Journal as part of the PMI Dallas Chapter’s ongoing commitment to sharing its community’s work and growth with the global project management profession.

More…

How to cite this work: PMI Dallas Chapter (2026). Lead Smarter, Adapt Faster: PMI Dallas Chapter Raises the Bar in May 2026; PMI Dallas Chapter Newsletter – May 2026, PM World Journal, Vol. XV, Issue V, May. Available online at https://pmworldjournal.com/wp-content/uploads/2026/05/250504-PMI-Dallas-Chapter-May-newsletter-compressed.pdf

About the Author

Joseph Adebanjo, PMP

North Texas, USA

Joseph Adebanjo, PMP, PMI-ACP, leads the communications voice of one of the most active PMI chapters in the country. As Newsletter Director for the PMI Dallas Chapter, he oversees a monthly publication reaching more than 20,000 project management professionals worldwide. He holds the PMP and PMI-ACP credentials, along with multiple SAP certifications, a profile that bridges scientific innovation, agile delivery, and enterprise operations. His work is driven by a simple conviction: knowledge shared strengthens a community. He can be contacted at : newsletter@pmidallas.org or admin@projectpecision.com

About the PMI Dallas Chapter

Established in 1984 and now with more than 5,000 members, the PMI Dallas Chapter is one of the largest chapters in the Project Management Institute network, serving project professionals across the Dallas–Fort Worth metropolitan region in the U.S.. The chapter provides professional development, certification support, networking, and volunteer leadership opportunities to advance the practice of project management and strengthen the local project community. For more, visit https://pmidallas.starchapter.com/

May 2026 Finland Project Management Roundup

David Pells — Wed, 06 May 2026 19:35:56 +0000

Updates about Association of Project Professionals Finland;

PMI Finland Chapter; Kruunusillat [Crown Bridges] projects;

Hailuoto island Causeway project

REPORT

By Dr Jouko Vaskimo

International Correspondent & Senior Contributing Editor

Espoo, Finland

INTRODUCTION

This roundup continues the coverage of Project Professionals Finland, PMI Finland Chapter and some of the key projects currently going on in Finland.

Project Professionals Finland

Project Professionals Finland (PPF) is a not-for-profit organization, and the International Project Management Association (IPMA) Member Association (MA) in Finland.

Founded in 1978, PPF promotes the interaction, project-oriented thinking, and exchange and development of practical and theoretical knowledge among project management professionals with over 4000 individual and 200 organizational members. PPF organizes two annual conferences: Projektipäivät in late fall and 3PMO in early summer.

The 2026 3PMO event will take place on 4.6.2026 at Tampere Sokos hotel conference center Tornin Paja, with the theme The value of PMO in the balance ! Projektipäivät will take place on 20 … 21.10.2026 at the Messukeskus convention center in Helsinki with the theme Back to the Future >>> The future of project world? Please navigate to www.pry.fi/en for general information on PPF, and to www.pry.fi/en/events for further information on PPF events.

PMI FINLAND CHAPTER

PMI Finland Chapter is a not-for-profit organization providing project practitioners in Finland continuous learning, networking and community support. The Chapter was founded in 2005. Today, with almost 500 members, the chapter is increasingly recognized as a community where its members can enhance their project management and leadership skills, as well as network with other project management professionals.

PMI Finland Chapter hosts a number of events such as Breakfast Round Tables, regular meetings taking place once a month in Helsinki and occasionally also in other locations. The chapter members have the opportunity to attend events for free or with a discount and the chapter sends its members a regular newsletter with localized content on project management. Additionally, the Chapter supports its members in their professional development and training.

The PMI Finland Chapter 2025 annual conference took place on 9.10.2025 at the Original Sokos Hotel Tripla, Helsinki with the theme Human-centric innovation.

Please navigate to https://pmi-fi.org/ for general information on the PMI Finland Chapter, and to https://pmi-fi.org/2025-annual-conference for further information on the 2025 conference.

KRUUNUSILLAT

The Kruunusillat project is proceeding with the construction of a string of bridges to traverse Kruunuvuorenselkä, a waterway east of the Helsinki downtown area, and to establish a new tram line to connect the Laajasalo, Korkeasaari and Kalasatama areas to the downtown area by means of 10 km light rail line. The project comprises a combination of fixed-priced and alliance contracts with a range of contractors.

More…

How to cite this report: Vaskimo, J. (2025). March 2026 Finland Project Management Roundup, PM World Journal, Vol. XV, Issue V, May. Available online at https://pmworldjournal.com/wp-content/uploads/2026/05/pmwj164-May2026-Vaskimo-Finland-Project-Management-Roundup-report.pdf

About the Author

Dr Jouko Vaskimo

Espoo, Finland

Dr. Jouko Vaskimo is an International Correspondent and Senior Contributing Editor for PM World in Finland. Jouko graduated M.Sc. (Tech.) from Helsinki University of Technology in 1992, and D.Sc. (Tech.) from Aalto University in 2016. He has held several project management related positions with increasing levels for responsibility. Jouko holds a number of professional certificates in the field of project management, such as the IPMA Level C (Project Manager), IPMA Level B (Senior Project Manager), PMP, PRINCE2 Foundation, and PRINCE2 Practitioner. Jouko is also a Certified Scrum Master and SAFe Agilist. Jouko is a member of the Project Management Association Finland, a founding member of PMI Finland Chapter, and the immediate past chairman of the Finnish IPMA Certification Body operating IPMA certification in Finland. Since October 2007, he has been heading the Finnish delegation to ISO/TC 258. Jouko resides in Espoo, Finland and can be best contacted at jouko.vaskimo@aalto.fi . For more information please navigate to www.linkedin.com/in/dr-jouko-vaskimo-6285b51 .

To view other works by Jouko Vaskimo, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/jouko-vaskimo/

May 2026 UK Project Management Round Up

David Pells — Wed, 06 May 2026 19:45:12 +0000

Good news (Welsh rarebit, Electric progress, More dosh for gas, Concorde conversion);

Not So Good News (Job opportunity, Too young to read, Off shore oil);

Other Project News (Noses & faces, Renovation planning, Make mine a Mythos);

Closing Remarks (Bats & newts, More teeth for wild animals, Heathland bridge)

and Looking Ahead

REPORT

By Dr. Miles Shepherd

Executive Advisor & International Correspondent

Salisbury, England, UK

INTRODUCTION

The global outlook remains bleak but Spring rolls on; the trees are in leaf, more plants in flower and the sun is shining so there is still cause for optimism. Spring for me is all about renewal, mainly wildlife and the environment, so there is news of some projects related to that. For the more technically minded, I can share some insights on AI, contract management and the latest manifestation of Agile. And on top of all that, there is some good news so I will kick off with that.

GOOD NEWS

The really good news this month is global, rather British. An analysis by the think tank Ember, claims that renewables have overtaken coal in the generation of electricity. Reductions in coal consumption in China and India account for the drop in coal use. The analysis shows that coal accounted for 33%, a record low while renewables accounted for 33.8%.

Despite world events, the project news is mostly about non-military projects and contracts but no doubt these will follow in due course. For now, we have some good news from Wales, air taxis and more:

Welsh Rarebit – The Government, in the shape of National Wealth Fund, has provided £599 million to help fund 3 Small Modular Reactors at Wylfa, on the Isle of Anglesey. The plan is to construct 3 small modular reactors (SMR) on the old nuclear site. Ministers selected the site after signing a £2.5bn partnership with Rolls-Royce to build it last year. Rolls-Royce claim the project will bring 3000 new jobs locally and a further 5000 nationally. When complete, the 3 SMRs should provide enough electricity to power the equivalent of about 3 million homes for more than 60 years. Tom Greatrex, Nuclear Industry Association chief executive, said called the approval “a historic step for clean power, industrial growth and skilled jobs in Wales”, saying Wylfa was a “very special site with unique strengths”.

“The sector stands ready to help make the country’s first SMR fleet a success, putting Britain at the forefront of new nuclear development,” After all planning and regulatory hurdles, it is hoped the SMRs will be on stream in the 2030s but is still subject to a final investment decision, which is expected by the turn of the decade. On a cautionary note, it will be recalled that this is an area that rejected another large project over fears that it would harm the speaking of the Welsh Language.

Electric Progress. Vertical Aerospace has announced execution and closing of its comprehensive financing package worth up to $850 million. This came shortly before they announced its latest operational achievement, the first eVTOL to complete two-way piloted transition – switching from helicopter mode to airplane mode and back again – under civil aviation Design Organisation Approval regulatory oversight. Vertical became the second company globally to complete a two-way piloted transition flight in a full-scale tiltrotor eVTOL and the first to do so under civil aviation Design Organisation Approval regulatory oversight

More…