The UN Sustainable Development Goals (SDGs) are an urgent call to action to help people and the planet—and projects aligned to those goals require strong collaboration with stakeholders, whether they’re government agencies, teachers or farmers. We discuss this with: Jenny Buccos, CEO of EXPLR and co-director of the National STEM Festival, New York City: Buccos discusses how she and her team worked with the U.S. Department of Education along with corporate and philanthropic partners to bring the National STEM Festival to life. She also talks about the skills she leaned on to build stronger relationships with partners, the festival’s future and how STEM can help make a big impact on UN SDGs. Simon Dyer, CEO, Virtual Irrigation Academy, Sunshine Coast, Australia: Dyer shares VIA’s history and how small-scale farmers, their communities and governments are using VIA’s tech and the data it generates to make informed irrigation decisions. He also talks about the importance of face-to-face conversations with stakeholders, cultivating partners within the communities projects are happening in, and his biggest lessons learned from collaborating with stakeholders. Key themes[02:17] Bringing stakeholders together for the National STEM Festival[07:18] Collaborating with partners without losing sight of a project’s goal[08:42] Leaning on time management and stakeholder engagement to build partnerships[13:25] How STEM can help teams achieve UN SDGs[16:26] How farmers, communities and governments use VIA’s tech to make informed irrigation decisions[22:09] The power of face-to-face interactions with stakeholders—and embracing community partners[26:38] Lessons learned: Don’t assume your stakeholders’ pain points and don’t discount your stakeholders’ knowledge

Public and private organizations across the globe are taking action to reach net-zero emissions targets—investing heavily in new technology to build resilient and efficient energy systems. Guests discuss the push for cleaner energy, the tech their teams use to develop cleaner energy solutions and the skills project professionals need to lead these projects.Key themes[01:43] What’s behind the global push for a clean energy transition? [04:33] Using new tech and operational practices to reduce carbon emissions in oil and gas production[10:57] The must-have skills to deliver tech-forward clean energy efficiency projects[15:05] Tech that’s helping connect renewable energy sources to the grid [19:02] Executing a tech upgrade to a decades-old binational hydropower plant[24:33] What’s next for a clean energy transition? Greater digitalization in the energy sector

Today’s creative agencies need to move rapidly, whether they’re executing campaigns, capitalizing on pop culture moments or averting a crisis. Project management helps channel that urgency into strong execution and buzz-worthy results. In a joint discussion, two project leaders at creative agencies discuss which project management skills help teams turn their ideas into reality and reveal how they overcame challenges in high-stakes projects, including a major localization and transcreation initiative and the marketing campaign for Hollywood blockbuster Deadpool & Wolverine.Key themes[02:39] The role of project management at creative agencies[07:05] The project management skills and domain expertise that help creative teams thrive[11:05] Agile, predictive or hybrid: Picking the approach that’s right for a project[17:10] How a project manager’s focus on risk identification and tailoring workflows helped a team stay on track[19:42] How communication and collaboration helped Maximum Effort deliver Deadpool & Wolverine—and the film’s marketing plan[21:41] Embracing flexibility and adaptability in creative project life cycles

Artificial intelligence (AI) is making one giant leap in the space industry. In celebration of World Space Week, we’re highlighting how project teams are tapping AI for space exploration and innovation. A project leader from the European Space Agency shares how his team created a “flying laboratory” so that other organizations from across the globe could experiment with new tech—including AI—in space. And NASA’s chief artificial intelligence officer shares how teams are using AI on projects and how the U.S. space agency is ensuring ethical, responsible AI use across teams.Key themes[02:29] Why ESA created a “flying laboratory,” the OPS-SAT Space Lab service [05:41] How to experiment with AI—and use it in the right projects[11:27] Why the space industry views AI with heavy interest—and healthy skepticism[14:32] What NASA’s chief artificial intelligence officer is focused on[16:42] How the U.S. space agency is using AI on projects [22:04] How NASA ensures ethical, responsible AI use across teams[26:58] How AI could transform space projects 

Artificial intelligence is fundamentally shifting how we work, but it’s imperative to use the emerging tech responsibly. Guests explore the major AI ethics concerns for project professionals and recommend good practices teams can employ to use and create ethical AI. They also share examples of how project teams handle AI ethics concerns—and how those concerns can impact companies’ regulatory compliance, reputation, risk management and even innovation.Key themes[03:34] Strategies to create—and implement—AI ethics practices on teams[07:02] How a team handled ethics concerns of biased data[11:44] Keeping your AI ethics policies flexible for the tech’s continued advancement[14:01] AI ethics concerns project professionals are facing today[15:47] How ethical AI impacts organizations’ regulatory compliance, innovation, risk management and even social responsibility[18:20] Meta’s good practices for using or creating ethical AI[22:57] What AI ethics training should include—and how often it should be updated

Conflict can occur on any project. And project professionals should know how to defuse it. Guests share tips for resolving conflicts on projects, how these strategies shift depending on the source, the must-have skills for effective conflict resolution and how project professionals can strengthen their conflict resolution capabilities.Key themes[01:06] Why conflict management is a must for successful project delivery[04:43] Strategies to manage—and resolve—conflicts resolution on projects[12:39] Why you should change up your strategies depending on who is in conflict[15:55] Ways project professionals can boost their conflict resolution skills [21:51] Resolving a conflict with active listening, increased transparency and consistent communication [27:55] Conflict management strategies for in-person vs. remote team members[29:54] Lessons learned: Understand different perspectives and listen with empathy

Mistakes happen. It’s how you respond that really matters. In a group discussion, three project professionals share how they turned failure into lessons learned and career maturity. How do you help team members overcome mistakes? And how can project leaders create a culture that accepts mistakes—and spins them into opportunities for greater efficiency and innovation?Key themes[01:58] What is failure—and how has your view of it changed throughout your career? [07:31] Project professionals share their mistakes—and the biggest lessons learned from them[17:29] How failure can fuel innovation and efficiency[22:06] Ways to create a team culture that accepts mistakes with accountability[31:08] Tips on how to bounce back—and grow—from failure

The agriculture industry will need to feed a projected 10 billion people by 2050. To meet this demand, project teams are transforming production—finding climate-friendly ways to maximize yields. Guests share how they’re helping agriculture giants like Cargill reduce carbon emissions through supply chain operations and farming practices. Plus, how indoor farms are delivering fresh produce year-round in Dubai’s desert climate.Key themes[01:06] What’s spurring innovations in agriculture [04:51] Helping food and ag giant Cargill decarbonize, implement regenerative agriculture practices[09:50] Building buy-in for change when stakeholders have long-held processes[11:37] Tips for managing a project with diverse stakeholder groups[14:24] Growing fresh produce consistently in an arid, desert climate[17:33] Sensors, internet of thing, the cloud: The tech behind sustainable indoor farming[19:51] Collaborating with partners to scale up—and share success

Project teams behind the biggest events must manage stakeholders and resources to deliver thrilling experiences. But there’s a growing focus on sustainability, too—making sure events mitigate negative impacts on the planet. We speak with project leaders making two major spectacles—the Paris Olympics and Formula 1’s Abu Dhabi Grand Prix—more sustainable.Key themes[02:45] The Olympic and Paralympic Games’ growing focus on sustainability[05:57] Using temporary infrastructure at the Paris Olympics[15:03] How others can maximize sustainability in their projects[17:41] Building buy-in for sustainability initiatives in the events sector[21:59] Making the F1 Abu Dhabi Grand Prix better for the planet—and fans[26:11] Managing stakeholders while keeping sustainability at the forefront[28:00] Ways to measure the success of sustainability-focused projects

A strong innovation culture can transform organizations—seeding a first-mover mindset that empowers teams to discover whole new ways of thinking. Guests discuss strategies to develop mindsets and create spaces where team members feel comfortable to explore, the project management office’s growing role to nurture new ideas, and how to ensure innovation initiatives drive real value.Key themes[02:07] The PMO’s role in fostering a culture of innovation[03:46] Strategies to drive innovation within project teams[08:29] Practices to avoid: What can hinder an innovation culture [10:30] Advice for PMO leaders on how to encourage innovation[12:00] How an innovation culture brings big benefits to organizations[21:09] Ways to create psychologically safe spaces for faster innovation[28:09] Must-have skills for a culture of innovation

There’s a generational shift in the workforce—and the newest members are bringing new ideas to mentorship. Our joint discussion with a mentor and mentee explores their experience and the shared benefits. The conversation includes strategies for discussing and setting career goals, the biggest lessons they’ve learned from one another, and how those learnings have helped advance their careers. Plus, why project professionals should consider mentorship.Key themes[01:00] Gen Z crave mentors—and the opportunity to share their knowledge[02:34] Mentor and mentee relationship: How Nigel and Joy became mentor and mentee[04:59] Strategies for creating career goals[13:04] Lessons learned: Taking skills gained from mentoring sessions into project management careers[17:52] The benefits of mentee and mentor relationship[20:14] Why project professionals should consider mentorship—as a mentor or mentee

Startups need to stay lean to deliver results in today’s stagnant global economy. As they reassess how to manage projects, startups are refining how they use agile. Guests discuss how their ways of working have evolved to meet the changing needs of their projects—and the marketplace—and how they’re finding opportunities to incorporate AI into agile.Key themes[01:53] FutureFit AI’s agile journey: Refining ways of working as company maturity increased[07:36] Learning how to tailor agile for each project[10:04] Incorporating AI into agile[14:44] Why agile and startups are a great match[16:25] Embracing agile to pivot fast and meet a changing marketplace and customer needs[20:59] Improving agile to align ways of working across teams[24:02] Tips for startup survival: Be data-driven, willing to learn and ready to navigate complexity and uncertainty

Artificial intelligence is transforming how project managers work, helping them build schedules, analyze data and identify risks. So what skills and knowledge will help project professionals thrive in the AI era? Guests discuss practical ways to build AI acumen—and how marketing your AI expertise can deliver a career advantage.Key themes[00:50] AI acumen: A career differentiator for project professionals[03:16] How to build AI skills outside of work: Practice prompts and check out courses and webinars[08:52] Ways to market your AI expertise[11:16] AI knowledge sharing and use cases can help set you apart[16:20] How to treat AI tools as “virtual colleagues”[17:29] Why building AI skills will futureproof your project management career

Today’s tech-driven ways of working often mean more efficiency and flexibility. But all that hyperconnectivity can be a risk to the well-being of project teams. Guests flag the potential warning signs for digital burnout—and how they set boundaries. They also explain how project leaders can support teams to preserve a healthy relationship with work-related tech. Key themes[02:03] Technology is connecting more people—but with fewer communication limits [03:58] Creating work tech boundaries for your well-being [07:04] Watching out for tech burnout on project teams[10:35] Tech positives for project professionals: Greater flexibility and a productivity boost[13:53] Possible tech negatives: Changing stakeholder expectations and greater complexity in day-to-day work[16:59] How reflection can create more balance

A career in project management isn’t always linear. Some people gradually advance from one position to the next, while others come to the profession from a different career path altogether. Guests discuss the moves they’ve made, how they assess when they’re ready for a new role, what they’ve learned from opportunities that didn’t work out, and why you should always invest in yourself—so you’re ready for next opportunity before it arrives.Key themes[02:17] How helping a colleague became a project management career[04:51] Asking managers and colleagues for career advice and support[06:20] Lessons learned from not getting hired—and upskilling for the next opportunity[10:27] Starting a new position? Don’t be afraid to ask for help[13:55] What’s the right time for a career move?[15:54] Taking a job in a new sector—or a new country[19:50] How transparency and vulnerability can help you succeed[22:40] Gauging whether or not you’re ready to take on a new role

Technology is helping project teams make a positive social impact—an accelerator for addressing everything from the effects of climate change to gender equality. Guests discuss how they’re using tech in two projects: One helps adolescent girls develop skills in STEAM—science, technology, engineering, arts and math—to create future tech leaders and build a more inclusive sector. The other project pairs tech tools with Indigenous knowledge to ensure local communities can more safely travel across Canada’s arctic region.Key themes[01:21] How UNICEF is preparing girls for futures in tech[06:39] Using tech tools to gather feedback from stakeholders across the globe[09:10] Measuring the Game Changers Coalition’s direct and indirect social impact[14:26] Using tech in your project? Ensure it’s making a real difference[16:14] Pairing tech with Indigenous knowledge: How SmartICE works with communities to measure sea ice thickness[21:41] Engaging with stakeholders to create customer-centric project processes[23:14] Embracing continuous improvement to develop better tech and training practices[27:16] How project managers can focus on the social impacts of any project—no matter the sector

Building sustainable infrastructure doesn’t just protect people and the planet—it boosts the bottom line. Project teams must deliver assets that can withstand the extreme effects of climate change. Guests discuss the growing focus on climate-resilient infrastructure, how to manage stakeholders across project partners and communities, and which skills project professionals need to lead these initiatives. Plus, an in-depth discussion about a major infrastructure overhaul program in Peru, with projects focused on climate resilience and delivering long-term value.Key themes[02:28] Climate change’s systemic effects on infrastructure—and why that’s a challenge for project professionals [07:49] Must-haves for climate resilience projects: Curiosity, communication skills and community engagement [13:49] What trends are next in climate-resilient infrastructure[17:29] The growing momentum for climate-resilient infrastructure[19:53] How Peru is rebuilding after 2017 El Niño, creating climate-resilient infrastructure, education and health centers[25:39] Future-proofing Peru’s reconstruction program through knowledge transfer

Navigating change is nothing new for project professionals. And this year is no different. How can being flexible and resilient help them seize job opportunities—and deliver value for organizations? Guests in this roundtable discussion talk about sector-specific job trends, the must-have skills needed to navigate challenges and how AI is changing project management now and in the years ahead.Key themes[01:30] Job opportunities for project professionals in IT, renewable energy and construction[07:13] Top challenges project professionals might face for the rest of this year[11:18] Market knowledge, influence, and leadership skills: The must-haves for today’s project professionals[14:27] AI’s effect on project management[18:32] What trends are creating a buzz for project professionals in 2024 and beyond

In today’s ever-evolving project environment, project professionals need to be flex-ready problem solvers. But how do they learn to choose the right ways of working—or know when to anticipate the need to adapt to change? Guests discuss how they empower project professionals at their organizations to become strategic decision makers—whether it means tailoring ways of working to fit projects and teams or implementing new tech tools.Key themes[02:19] Updating CDW’s PMO for greater collaboration, knowledge sharing and upskilling among project professionals [05:34] How continuous learning encourages greater autonomy [08:21] Empowering project professionals with clear guidelines, expectations and ownership of initiatives [13:13] Delegation and trust: Two must-haves for empowering project and program managers [14:52] How Airbus’ engineering PMO focuses on tailored, empathetic project support[17:42] Why empowerment leads to better engagement and project outcomes[19:56] What you need to know to choose the right ways of working for your team[21:46] How PMO leaders can encourage teams to embrace unknowns in new tech or ways of working

There’s a glaring gender gap, in both artificial intelligence and project management. But as demand for AI talent surges, there’s an opportunity to close those gaps. Ahead of International Women’s Day, our guests discuss the gender gaps they’ve experienced in their careers in tech, how greater team diversity helps minimize algorithmic biases in AI projects, what they’ve learned from leading AI initiatives and building their AI expertise, and ways to help more women pursue careers in AI.Key themes[02:36] Bridging the gender gap: How diversity benefits AI initiatives[05:21] Identifying and mitigating risks in generative AI projects[07:52] Top advice to women in tech: Know your worth, be yourself and continue to learn[12:55] Building AI knowledge in a changing business landscape[16:15] Minimizing AI algorithmic biases with multiple perspectives[19:08] Ways to help more women kickstart their careers in AI

Continuous learning helps project professionals keep up with the skills they need to excel in the profession—but it has to be done strategically. Guests discuss how to create a flexible and durable continuous learning strategy, how to balance upskilling with day-to-day project and personal responsibilities, which skills they see as must-haves for project professionals—today and in the future—and how PMO leaders can help project professionals in their continuous learning journeys.Our guests include Alfred Maina, PMO-CP, PMI-ACP, PMP, technical project manager, Thunes, Nairobi; and Americo Pinto, PMO-CC, PMO-CP , PMP, managing director, PMO Global Alliance at PMI, Rio de Janeiro.Key themes[02:13] How to craft a continuous learning strategy[06:12] Where to find upskilling opportunities[07:19] Balancing work, personal time and continued learning[10:20] Top skills to improve: technical and power skills, plus artificial intelligence know-how[15:33] Why your continuous learning strategy should be flexible[18:18] Using formal and informal education opportunities to upskill[20:17] How to determine which skills to improve—and how much organizational objectives should be a factor[24:27] Ways PMO leaders can help project professionals create and meet their continuous learning goals

Volunteering helps communities and organizations. But it also helps the volunteers who donate their time and skills. In a roundtable discussion, guests share how they started volunteering, how it has affected their careers and helped them grow as project professionals, the different ways they have taught project management skills to make initiatives run more efficiently and their advice to others looking to start their own community volunteering journey.Our guests include Lebogang Ngoato, PMP, program manager, Absa Group, Johannesburg; Priya Patra, PMP, director, Capgemini, Mumbai, India; and Silvana Tovar, international trade coordinator, Kenvue, São Paulo.Key themes[01:52] Why start volunteering? Three professionals share their stories[06:57] How volunteering can boost project professionals’ careers[11:25] The value of sharing your project management skills[14:07] How volunteering can help professionals upskill[18:20] Keeping volunteers motivated to work on outside projects[20:44] Advice for potential volunteers: share your knowledge, be honest about your availability and keep an open mind

Artificial intelligence is now a mainstay for organizations. But given the lack of widespread use across enterprises, there’s room for growth. And project teams are leading the way, developing AI solutions that deliver value to their companies and customers. We discuss this with: Mohammed Nabtiti, PMI-RMP, PMP, project management office and governance manager, Beeah Group, Dubai: Nabtiti discusses how his company created its “Office of the Future” with sustainability, AI and smart office technologies as the driving forces, how the team mitigated and managed risks to integrate several AI systems, how the organization determines accountability for AI outputs, and how he’s taking lessons learned about scoping and planning into future AI projects.Sanjukta Ghosh, PMP, data and AI leader, Siemens AG, Munich: Ghosh discusses how she started her AI journey by solving customer problems, the knowledge project professionals need to manage AI initiatives and how she’s working to standardize AI projects across Siemens’ business units. Plus, Ghosh talks about a project to create digital twins for assets in the process industry using AI and engineering documents.Key themes[02:01] Creating a sustainable, AI-driven “Office of the Future”[04:49] From smart meeting rooms to a digital concierge: Building the business case for which AI tech to use in the workplace[07:44] Identifying and managing risks when integrating multiple AI systems[10:43] Determining who is accountable for AI systems’ decisions[14:08] How scoping and planning affect AI projects[17:34] Skills and knowledge project professionals need to lead AI initiatives[18:33] Standardizing AI projects across an enterprise[22:05] Creating digital twins from AI tech and documentation[26:52] Project professionals must stay up-to-date on tech advancements

We know that projects drive change, and today, more and more project professionals are managing initiatives to deliver positive impacts across the globe. Two 2023 PMI Future 50 leaders—Johnnie Stark, PMP, a project manager at BP in London, and Nuha Hashem, co-founder and CTO at Zywa in Dubai—discuss why the world needs project professionals, what sparked their passion to lead the innovative projects they’re managing today and their top advice for future project professionals.Key themes[01:59] Igniting a passion for project leadership[04:33] Developing a low-carbon energy solution to help the U.K. decarbonize its electricity grid[07:11] Creating a payment platform to boost financial literacy for Gen Z in the Middle East and North Africa[10:20] How project management is changing—and how project professionals can adapt[11:47] Advice for future project leaders: Be flexible, be willing to dive right in and care for team members’ well-being

Space projects push boundaries, aiming to give teams a better understanding of our own planet and to explore what’s beyond. But these efforts are full of complexity, with evolving risks, new innovations, long timelines and fluctuations in funding. We discuss this with:  Kenneth Harris II, PhD, senior project engineer, The Aerospace Corporation, Upper Marlboro, Maryland, USA: The 2020 Future 50 leader discusses how the increasing number of crewed missions—and missions closer to Earth’s orbit—have changed the risk landscape for space projects, how he and his teams manage fast-paced change and tech innovations throughout years-long initiatives, what he sees as the top project management challenge for project professionals in the space sector, and how impact, curiosity and exposure have driven him throughout his career as a space project leader. Kay Lingenauber, project manager and system engineer, Institute of Planetary Research at the German Aerospace Center, Berlin: Lingenauber discusses how he and an international team created the Ganymede Laser Altimeter, or GALA, over 15 years, how he and the team managed changing resources and technology with a fixed launch date, good practices for collaborating with institutes and agencies across the globe, and his advice for other project professionals managing initiatives with plenty of complexity. Key themes [02:30] More crewed missions—and more missions closer to Earth—are changing the risk landscape [05:51] Managing fast-paced change and innovation with years-long timelines [09:56] Top project management challenges in space projects: Collaboration with new and established agencies and contending with tight budgets [14:17] Creating GALA, an instrument now headed for Jupiter’s moons [16:34] Leaning into adaptability and problem-solving in space projects [18:21] Boosting collaboration through requirements management, trust-building and transparency 

Diversity and inclusion are now mainstay focuses for organizations—but it can be challenging to find the right strategies to achieve diverse and inclusive team environments. We discuss this with: Victoria Toney-Robinson, PMP, senior program manager at Google in Hamburg: Toney-Robinson discusses how a team’s diversity and inclusion affect not only the team environment but also the solutions the team develops, which strategies and practices she’s found are the most effective for building diversity and inclusion into team culture, and how the Black Googler Network, which she co-chairs, helps create not only better products but also a more inclusive environment at Google.  Nikky Chen, PMI-ACP, PMP, previously a group manager in the project management department at Rakuten in Tokyo: A 2023 Future 50 leader, Chen discusses why project professionals should promote diverse and inclusive team environments, how a diverse team improved communication on a project, how active listening and empathy can boost inclusivity and why she’s passionate about DE&I.Key themes [02:01] How team diversity affects products’ inclusivity[04:43] Strategies to create diverse and inclusive team environments[06:32] The role of the Black Googler Network [09:43] How project professionals can advocate for diverse teams[14:48] What is at risk if project teams lack diversity[16:32] How team diversity boosted communication on a project[18:11] Boosting inclusion with active listening and empathy

Project professionals can help promote well-being in the workplace, making a positive impact on not only their own and their team members’ performance but also their overall mental health. We discuss this with: Marilena Koliavasili, PMP, project manager, Intracom Telecom, Athens: Koliavasili discusses how she defines employee well-being, practices she uses to maintain her own and her team members’ well-being, and how emotional intelligence, empathy and psychological safety can help people better promote well-being for teams. Plus, she shares how project professionals can support team members who are struggling with wellness and well-being.  Jonas Ng, PMP, project coordinator, Exos, Singapore: Ng discusses how each project team member faces different challenges to maintain their well-being, ways he boosts his own and his team members’ wellness and well-being, why project professionals should prioritize their teams’ health and strategies to do so. In addition, he explains how to balance getting project work done with caring for his and his team’s well-being.Key Themes[00:52] Employee well-being’s impact on performance and overall mental health[02:03] What is employee well-being—and what elements can make it difficult to maintain it?[05:02] Practices to promote positive well-being on project teams[10:10] How emotional intelligence, empathy and psychological safety help build strong relationships with team members[13:37] Ways to support team members struggling with well-being[16:08] Well-being challenges are different for each project team member[18:13] How leaders can boost their own well-being[20:08] Why project professionals should prioritize well-being for their teams[23:17] Ways to help remote team members[24:05] Balancing project deadlines and deliverables with team well-being

Teams are delivering projects no matter their location. As team members continue working in remote and hybrid environments, project professionals must find ways to develop their skills and grow their careers outside of an office. We talk about this in a joint discussion with Adriana Pavón Navarrete, PMP, a project manager at Hitachi Vantara in México City, and Meena Nandelli, CAPM, a master’s student who at the time we spoke was a project manager at Microsoft in Hyderabad, India.Key Themes[02:00] Adapting leadership styles to manage projects remotely[04:18] Leaning into adaptability, flexibility and empathy to lead remote teams[06:25] Top power skills when leading remote teams: Communication, collaborative leadership and strategic thinking[08:38] Upskilling outside an office? Use online trainings, free resources and self-reflection of on-the-job challenges[13:42] Tips to resolve conflicts in remote and hybrid work environments[19:12] Top challenges to remote upskilling—and strategies to overcome them[22:03] Networking while remote: Join project management communities and organizations, or reach out to other project professionals

Generative artificial intelligence tools, from ChatGPT to Bard, are changing the way people work—including how people lead teams and manage projects. We discuss this with: Kristian Bainey, PMP, CEO, K-Pic Systems Inc., Edmonton, Alberta, Canada: Bainey shares his tips to help project managers write ChatGPT prompts that will return strong answers, how project professionals are using generative AI tools to craft project charters and format project documentation, how to build support for integrating generative AI tools into workflows, and how tools like ChatGPT will change project management in the near future.Higor Prado, PMP, project manager and software engineer, Softfocus, Mateus Leme, Brazil: Prado discusses how he’s using generative AI tools such as ChatGPT in his project management to generate reports and assist with negotiating with stakeholders, how these tools are boosting his and his team’s productivity and saving him time, and the privacy and compliance issues project professionals should be aware of before using generative AI tools. Key themes[02:36] Tips to write a strong ChatGPT prompt[04:22] How project managers can use generative AI in their work[09:52] Building support for adding generative AI tools into workflows[11:19] Ways to mitigate the risk of ChatGPT sending back inaccurate information[13:09] How generative AI will change project management moving forward[15:40] Using ChatGPT to assist with project documentation and stakeholder communication[17:13] Benefits of using generative AI tools: consistency, productivity and time[18:41] Keeping privacy and compliance issues in mind when using new tech tools[20:55] New to generative AI? Start experimenting and learn as you go

A project that doesn’t align with an enterprise’s objectives will never be considered a success. But project managers with a strong understanding of the business landscape and their organization’s goals can execute projects that drive their companies’ priorities—and deliver real benefits. We discuss this with: Ayobamiji Iyiola, PMI-ACP, PMP, senior IT project manager, First Bank of Nigeria, Lagos: Iyiola discusses the processes he uses to determine his organization’s goals, how he created success measures so a project drove the bank’s objectives for increased exposure and customer acquisition, how he manages change on projects when organizational priorities shift and his advice to project professionals on the importance of business acumen.Omar Picone Chiodo, PMP, PgMP, PfMP, senior portfolio management office director, Kenvue, Zug, Switzerland: Picone Chiodo discusses ways project professionals can learn their enterprise’s strategic objectives, how to create processes to better align portfolios with an organization’s goals, ways to engage with stakeholders to create success measures that everyone sticks to, and why clear and concise communication with leaders can have a big effect on what happens to a portfolio when an organization’s goals change. Key themes[01:50] Identifying an organization’s objectives—and using projects to achieve them[05:13] Creating project success measures to drive a bank’s acquisition goals[10:02] Managing change when a company’s priorities shift[13:50] Communicating an organization’s goals through onboarding sessions, knowledge libraries and talks with leadership[15:11] Developing processes to align portfolios with an enterprise’s objectives[16:39] How to keep stakeholders informed—and in line with the same measures of success

Organizations always look for ways to innovate and improve, but continuous evolution without preparation and strategy can lead to change fatigue and burnout. We discuss this with: Rose James, PMI-ACP, PMP, program leader, Edward Jones, Houston: James discusses the typical signs of burnout, why project teams might feel fatigued by seemingly constant organizational change, strategies project leaders can follow to lead their teams through change effectively, and how leaders can help team members recover from burnout or change fatigue.Mary Tresa Gabriel, PMP, project manager, Dell through SP Software Limited, Bengaluru: Gabriel discusses common causes of change fatigue and burnout and their effects on team members, how she led a team through several client-side changes on a project, the importance of creating a safe space for team members to discuss burnout and change fatigue as well as how project managers and companies can support team members who are feeling burned out. Key themes[02:00] Typical symptoms of burnout[05:08] Why teams might feel burned out by change[07:12] Leading teams through change with clarity and empathy[10:22] Helping project teams recover from change fatigue and burnout[14:59] Project leaders: Keep an eye out for your own burnout[17:05] What causes burnout and change fatigue—and how they affect teams[20:23] Managing a project through continuous client-side changes[22:23] Creating a safe space to discuss burnout and change fatigue[24:10] Building resilience into project teams[25:40] Ways project leaders and organizations can support burned-out teams

Project professionals are boosting their personal branding—through blogs, speaking engagements and strong social media presences—not only to help them stand out as forward-thinking leaders but also to share their knowledge and give back to the project management community. In a joint discussion, guests discuss how they decided where to focus their personal branding efforts and their top tips for other project professionals looking to elevate their personal brand, plus how strong personal branding helped them gain greater visibility inside and outside their organizations and brought on more career opportunities.Our guests include Fahad Ahmed, PMP, head of IT, Jubilee General Insurance, Karachi, Pakistan, and Yasmina Khelifi, PMI-ACP, PMI-PBA, PMP, senior project manager, Orange, Paris.Key themes[02:04] Sharing expertise, lessons learned and ways to upskill to kickstart personal branding efforts[04:26] Top tips for using LinkedIn to boost your personal brand[08:40] Determining your area of expertise in personal branding[12:46] Ways to stay up to date on project management trends[16:28] The benefits of strong personal branding? Greater recognition and more career opportunities[19:02] How certifications benefit project professionals’ personal brand[20:37] Take your personal branding to the next level with a focused goal and show your strengths

Introducing new ways of working to teams can be challenging, but they can also bring new insights and solutions that help teams deliver successful projects. We discuss this with: Alexandre Mariano Vieira, AHPP, PMI-ACP, PMP, project manager, SSA México, México City: Mariano Vieira discusses how he evaluates whether a new way of working would be a good fit for his teams or projects, how he introduced agile techniques to create a hybrid approach and how this new way of working improved project delivery timelines. Jessica Montgomery, AHPP, PMP, project manager, CACI, San Antonio, Texas, USA: Montgomery discusses challenges project managers might face when introducing a new way of working when a project is already underway, plus she shares an example of how she built buy-in for agile techniques at a government organization that strictly used a predictive (waterfall) approach for projects.Key themes[02:16] Ways to evaluate whether a new way of working is right for a team or project[03:21] Developing a hybrid approach for pharma projects[05:20] How to garner support and trust from hesitant team members[11:47] Ways to measure if a new way of working is successful[14:18] Challenges to introducing new ways of working mid-project[16:06] Building buy-in for agile techniques at an org that favors predictive approaches[19:08] Utilizing emotional intelligence when introducing new ways of working

Agile is moving further into the mainstream, and much like its name suggests, these approaches are evolving. We discuss this with: Tammy Ashraf, PMI-ACP, Earth science systems integration manager, NASA Goddard Space Flight Center, Greenbelt, Maryland, USA: Ashraf discusses the benefits of agile approaches, how traditionally risk-averse organizations are embracing agile techniques, and the skills project professionals need—such as servant leadership and a greater understanding of digital collaboration tools—as agile approaches evolve. Adeyinka Adeniran, PMI-ACP, PMP, PgMP, technical program manager, Quantiphi, London: Adeniran discusses how his use of agile approaches has evolved, starting with scrum and moving to a DevOps environment; how he’s seen greater use of design thinking and artificial intelligence in agile; and why he believes these two trends are growing.  Key themes[03:09] Embracing agile in traditionally risk-averse organizations[06:09] Using agile approaches to push research and discovery[09:43] Skills project professionals need as agile evolves[12:39] Utilizing agile approaches in a DevOps environment[14:07] The growth of value streams and design thinking in agile

The construction sector is moving toward a more digital and connected future, with new technologies changing how teams are executing projects. We discuss this with:Rami Kaibni, PMI-CP, PgMP, PfMP, senior projects and development manager, Field & Marten Associates, Vancouver, British Columbia, Canada: Kaibni discusses how new tech, including building information modeling (BIM), is helping boost efficiency in project planning and execution, how his teams decide whether or not to use a specific technology on a construction project, and how the PMI-CP certification can benefit construction professionals.Tim Wark, regional digital director for Australia and New Zealand, AECOM, Brisbane, Australia: Wark discusses how increased data sharing and new tech, such as parametric design, is changing how construction projects are managed and executed, how AECOM is working to embrace digital both internally and in the services it offers clients, and how the organization is working to train, upskill and create a culture of innovation to help further embrace technology in construction. Key themes[02:02] Boosting efficiency in project planning and execution with BIM[03:46] Factors to consider before determining whether to use new tech on construction projects[07:25] The benefits of the PMI-CP certification for construction professionals[09:14] How increased data sharing is accelerating the construction sector’s digital transformation[12:20] Embracing digital in construction through design, data and automation[14:34] Building buy-in for new tech through upskilling, training and creating a culture of innovation

Companies across regions and sectors face myriad cyber threats from ransomware and phishing scams to attacks from professional cybercriminals—a growing number of them now using AI. In response, organizations are launching cybersecurity projects to keep their companies’ and customers’ data secure. We discuss this with:Gordon Yan, PMP, vice president, IT project manager, OCBC Bank, Singapore: Yan discusses how Singapore’s banking industry is reacting to more phishing and impersonation scams, artificial intelligence’s growing role—as a potential threat and opportunity—in cybersecurity, how he’s adopting agile practices in his projects and how greater cybersecurity investments and awareness can help build customer trust and confidence.Mateusz Jasny, PMP, cybersecurity director, Comarch, Krakow, Poland: Jasny discusses the biggest cyber threats companies face today and how they’re leading to increased cybersecurity efforts across organizations, along with how his teams use threat modeling to identify potential risks to projects. Plus, he shares why cybersecurity project managers need collaboration and facilitation skills along with cybersecurity literacy.Key themes[00:52] Teams are meeting cyber threats with increased cybersecurity efforts[05:16] Delivering a continuous surveillance cybersecurity project at a financial institution[07:52] Adopting agile practices to improve project delivery[08:52] Investing in cybersecurity efforts and awareness to boost customer confidence and trust[10:30] Responding with agility and flexibility in the face of professional threat actors and advances in AI[13:32] Utilizing threat modeling to determine risks on cybersecurity projects[14:44] Must-haves for cybersecurity project managers: Collaboration and facilitation skills, plus cybersecurity literacy

Project professionals are in high demand, but how does someone break into the profession? In a joint discussion, guests share how they started their project management careers—one pursuing it from the start, the other taking the role unexpectedly—the top skills new project managers should develop and how organizations can help project leaders upskill. Plus, they share how certifications from PMI have given their career development a boost.Our guests include Johanna Kolerski-Bezerra, PMP, project manager for forecasting, Euromonitor International, London; and Alisa Vovk, CAPM, consultant in HR global strategic initiatives, CGI, Toronto. Key themes[02:06] Two project leaders share their career journeys[07:51] Four skills new project managers should focus on developing[09:28] Ways organizations can help project professionals upskill[11:53] Never had a project management role? Look for workshops, certifications and volunteer opportunities[14:41] How the PMI community and certifications from PMI have helped two project leaders’ careers[18:05] Looking to break into project management? Learn fast, stay inquisitive and be patient

More and more businesses are realizing that sustainability projects are not just good for the environment—they also can boost an organization’s bottom line. But project managers need the right skills to get organizational support to deliver successful initiatives. We discuss this with: Brittany Brama, principal sustainability program manager, C.H. Robinson, Eden Prairie, Minnesota, USA: Brama discusses how she prioritizes sustainability-focused projects, how a passion project became a tool that helped customers reduce carbon emissions by 350,000 metric tons in its pilot phase, and ways project managers can build support and a collaborative environment for sustainability projects—plus the different ways her teams measure the impact of these projects.Oladele Iyiola, PMP, program manager for strategic programs, sustainability and ESG, Tawal, Riyadh: Iyiola discusses how his passion drove him to lead sustainability projects, how a recycling and waste management project helped his company re-use assets and better recycle operational waste, and his top advice to other project professionals leading sustainability projects.Key themes[02:01] Prioritizing sustainability projects that share value across an enterprise[02:41] Delivering value to customers through a carbon emissions monitoring tool[05:20] Building collaboration and buy-in for sustainability projects with the C-suite and customers[06:58] Ways to measure a project’s impact: sustainability pledges met, CO2 reduced and stakeholder feedback[08:54] A passion for sustainability: balancing telecom’s energy needs and environmental impact[11:43] Launching a recycling and waste management project to boost the recycling of operational waste[14:28] Must-have skills for sustainability projects: technical skills, collaboration and stakeholder management [15:18] Looking to lead sustainability projects? Be a change agent and increase awareness

Artificial intelligence, machine learning, big data, collaboration tools—project managers are using a bevy of new technologies to boost efficiency and improve project outcomes. We discuss this with: Niral Rajani, project manager, Aristocrat, Sydney: Rajani discusses how tech tools can increase efficiency and reduce cost and time on projects, and how he uses machine learning to predict risk, complexity and resources on future projects—plus the steps he takes to ensure a smooth implementation for new technologies or tech tools on his teams. Dunola Oladapo, founder of Luton Lights and Generation Connect program lead at the U.N.’s International Telecommunication Union, U.K.: Oladapo discusses how she’s seen an increase in project management and collaboration tools as more people embrace remote work, how she uses collaboration tools to connect with young leaders around the world, and why empathy, equity and creating a safe, collaborative environment are must-haves when leading virtual teams.Key themes[02:07] How tech tools are changing how project managers deliver initiatives[04:14] Training machine learning models to predict risk, resourcing and more[06:10] Steps to ensure a smooth implementation of new technologies[07:22] Ways to build buy-in for next-gen tech tools[11:10] Project managers seeing more tech tools as remote work increases[13:12] Finding collaboration tools that work for your team[16:03] Empathy and compassion: Two must-haves for project managers in a tech-fueled world

Resilience is a must-have for teams delivering projects in today’s disruptive and volatile world. So how do you build resiliency on teams? We discuss this with:Ray Jones, PMI-ACP, PMP, program manager, SMX Technology, San Antonio, Texas, USA: Jones discusses the new context for resilience in a more complex and ambiguous world, how project leaders can build team resiliency by leaning into a learning mindset, how he helped make a team more resilient by changing their work processes and environment, plus how a diversity of skills and perspectives makes for a more resilient team.Carlos Augusto Fernandes Filho, senior director for commercial aviation programs, Embraer, São José dos Campos, Brazil: Filho shares how resilience can help drive results in an organization and motivate teams, the skills he’s looking for to create—and develop—a resilient team, and how multidisciplinary, collaborative teams help build resilience. Key Themes [01:44] Resiliency’s role in a volatile, uncertain environment[03:33] Building resilience through experiential learning and empathy[08:55] How a diversity of skills boosts team resilience[12:21] The benefits of resiliency—and the pitfalls of lacking it[13:17] Creating teams with resilient members, plus how to help them further develop their resilience[17:37] How division within teams—and organizations—can hinder resilience[21:11] Looking to encourage team resilience? Create a culture of moving forward

For International Women’s Day, Projectified® hosts a roundtable with three women project leaders to discuss what it’s currently like for women in project management, how teams benefit from diversity and how organizations can better support women leaders, plus questions they had for one another as fellow project leaders.Our guests include Janete Faustino, PMP, PfMP, portfolio management leader of operations strategy and performance, TAP Air Portugal, Lisbon; Bharti Ochani, PMP, IT project manager, Halian, Dubai; and Maeve O’Brien, project manager, DDB, Chicago.Key themes[02:00] Three women project leaders on the state of women in project management[05:00] The benefits of diverse teams[06:16] Top skills for project managers: stakeholder management, accountability and conviction[09:43] Ways organizations can support women leaders[13:22] How do you keep moving forward in the face of obstacles on projects?[18:54] Advice to women project leaders: Network, be the driver of your own career, be genuine

Financial services companies—from established giants to new startups—face disruption from all sides. And as organizations explore new innovations to meet evolving customer needs, they must do so while considering risk management. We discuss this with: Ashley Butao, PMI-ACP, PMP, project manager, Capital One, Toronto: Butao discusses the biggest disruptions she’s seeing in the financial services sector, how agile approaches allow her teams to experiment and adapt fast, and how knowing your organization’s risk appetite can help teams balance innovation and risk management.Stanley Jacob, PMP, chief executive at Stanbic IBTC Financial Services Limited, and VP of the Fintech Association of Nigeria, Lagos: Jacob talks about why teams must be constantly encouraged to innovate—and exposed to new innovations—plus the must-have skills for project leaders in financial services: knowledge of regulations and design thinking.

As we kick off 2023, project leaders are looking ahead to new challenges and opportunities as well as looking back at what they accomplished in 2022. Projectified® reconnected with previous guests to discuss the biggest changes they have seen in the world of projects over the last year, their top lessons learned, plus what they’re excited about—and the skills project managers need to succeed—in the year ahead. Guests include Elton Soares, PMP, project manager, General Electric, Florianópolis, Brazil; Nontobeko Mathenjwa, project manager, South African National Roads Agency Limited, Johannesburg; Kierstin Gray, PMI-ACP, PMP, program director, Argodesign, Brooklyn, New York, USA; Manuel Segura Pérez, PMP, head of project and construction management, Repsol, Madrid; Malong Dong, PMP, enterprise portfolio manager, Reserve Bank of Australia, Sydney. Key Themes [02:05] Changes in 2022: an increasing focus on delivering value[04:59] How project leaders can adapt to changing stakeholder involvement and expectations[12:32] Tips for 2023: improving communication skills and team agility[17:07] How teams can build resiliency and embrace new tech and ways of working

To deliver an organization’s strategic objectives, project leaders must be able to look across the portfolio and decide which projects provide value and should be pursued, which go on the back burner and which are abandoned entirely. We discuss this with:Sunando Chaudhuri, PMP, PgMP, PfMP, director of IT, Abu Dhabi National Exhibitions Company Group, Abu Dhabi: Chaudhuri discusses why project leaders must understand their organizations’ goals to best prioritize projects, the different types of business value projects can deliver—and how that factors into project portfolio decisions—along with ways project managers can keep executive leaders aligned, even in the face of personal agendas and pet projects.B. Firat Dengiz, PMP, PgMP, PfMP, program leader, Turkish Aerospace Industries, Ankara, Turkey: Dengiz discusses the metrics and data he considers when making project portfolio decisions, how he factors stakeholders into his decision-making process and ways to build buy-in from the C-suite. Key themes[02:57] The different ways to calculate business value [04:14] Ways to manage pet projects and personal agendas[07:10] Ensuring project portfolio decisions align with organizational strategy[10:28] Metrics to consider when prioritizing project portfolios[12:01] Engaging stakeholders to build support for decision-making[14:38] Tackling challenges project managers face when prioritizing portfolios[16:36] Determining how to build buy-in with different C-suite leaders

From feats of engineering and art to exploring the unknown, the 2022 Most Influential Projects showcase innovative and creative efforts from teams across sectors and regions. We discuss two of these projects with:Alicia Tkacz, partner and architect, Stufish, London: Tkacz discusses how producers, animators, architects and pop superstars ABBA collaborated to create the immersive ABBA Voyage show and the bespoke ABBA Arena, how clear decision-making processes kept team members aligned, and how the show and venue could impact the future of entertainment.Steve Hebda, VP of farm development, Crop One Holdings, Newport, Rhode Island, USA: Hebda discusses developing Dubai’s Emirates Crop One, the world’s largest vertical farm, how team members collaborated and built trust with one another from across the globe and how this project will inform future vertical farm efforts.Key themes[01:24] PMI’s 2022 Most Influential Projects[02:16] Creating the ABBA Voyage concert experience and ABBA Arena[06:21] Problem solving to design and build a fully demountable venue[08:40] How ABBA Voyage and its bespoke arena could change entertainment[10:10] Building the world’s largest vertical farm in Dubai[11:46] Creating cohesive teams with clear communication and trust[15:06] Lessons learned for future vertical farms: Scalability and automation

Project management offices (PMOs) are evolving, taking on a greater strategic role to deliver value. We discuss this with:Fiona Lin, PMI-ACP, PMP, VP of the enterprise PMO, agile PMO and business transformation, Snap Finance, Salt Lake City, Utah, USA: Lin discusses why PMOs must support organizations across projects, programs, portfolios and processes, the importance of including PMOs in strategy planning, and how PMOs can help adopt and encourage new ways of working.R. Rooban Annamalai, PMP, project management and PMO lead, Christie’s, London: Annamalai explains how he’s seen the PMO’s role evolve to include more strategic decision-making, how PMOs can help push teams and organizations forward and his vision for the future of the PMO. Key themes[01:12] The PMO’s evolution: Taking on strategy creation and project execution[02:56] Creating PMOs—and building buy-in—at a fintech company[06:00] Spreading the PMO’s role across projects, programs, portfolios and processes[07:52] 3 ways PMO leaders help teams adopt new ways of working[14:59] How PMOs use lessons learned, business acumen to push organizations forward[16:50] The ROI of PMOs with a strategic role

Artificial intelligence is no longer a futuristic concept. Project leaders are putting AI to use on everything from automating day-to-day tasks to analyzing risk. We discuss this with:Milie Taing, founder and CEO, Lili.ai, Paris: Taing explains how project leaders’ perspective of AI has changed over the last few years, how AI is helping project leaders deliver more value and what impact a larger AI ecosystem will have on project management moving forward.Syed Ahsan Mustaqeem, PMP, senior engineer, Pakistan Petroleum, Ltd., Karachi, Pakistan: Mustaqeem talks about how AI-driven tools help him automate processes and glean insights from data, how these tools allow team members to reallocate time toward more strategic and problem-solving tasks and challenges project leaders might face using AI on projects.Key themes[02:20] How AI is adding value to projects[04:26] The future of AI: Moving from early use cases to an AI ecosystem [05:23] How AI is changing the role of project leader[11:01] Using AI-driven tools to boost efficiency and glean insights from data[13:45] Why AI is pushing project leaders to further develop power skills [15:24] How AI can help project leaders—not replace them

It’s time to lean into the power skills—communication, problem-solving, collaborative leadership and strategic thinking—that help project leaders influence stakeholders and deliver successful projects. We discuss this with:Swapna Yadavalli, PMP, PgMP, PfMP, VP of technology program management, Mastercard, Pune, India: Yadavalli discusses how leaders with power skills help their teams succeed, how strong communication and collaboration helped her team deliver a large-scale program and ways fellow project leaders can further develop their own power skills.Manuel Segura Pérez, head of project and construction management, Repsol, Madrid: Segura Pérez shares why communication is a critical power skill for all leaders and how he helped foster greater communication and collaboration on a joint venture. Key themes[02:04] How power skills boost collaboration on cross-functional teams[04:49] Using communication and collaborative leadership to deliver a successful program[06:30] Ways project leaders can develop power skills[08:14] Using empathy to improve power skills within teams[11:00] Selecting future leaders with power skill potential