I’m studying for another AI business leader certification. In 2026 that sounds slightly ridiculous. My answer: it’s not what you know. It’s what you can do with it, and who you can help. The trick is applying the learning — in discussions, decisions and builds. Then it sticks.
The point of plans is to look into the future to make sure we can do something about it now. Once upon a time I used to pump out Gantt charts and then spend precious time with Senior Leadership trying to explain the highlights. Over time I learnt a few
GenAI can write the update. It still can’t tell you how they hear it. GenAI has made it very easy to write a polished project update. Useful, certainly. Dangerous, if we start believing the writing was the hard part. Most project and change teams are not short of words.
Everyone says change management should start early. Quite right, as I love to say ‘Its people that deliver, not projects’. But early is usually the sense making stage when the project knows the least. One of the best change principles I ever learned was this: Don’t start with the
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Plenty of Project Management and Change Books talk about engaging your stakeholders but they always seem to skip over the ‘how’ and ‘when’ — well let’s fix that. This diagram shows the different Stakeholder tribes that will influence your project. Who to talk to first Once you've had
Every project changes shape once it hits real life. Life happens . People leave, phases change and eventually someone new is handed the wheel. And you hear the words every PM dreads 'not much to do - its all under control'. That’s when the real work begins, learning what’
When a vendor PM takes over a client project, the job isn’t just delivery — it’s diplomacy. The client’s watching, the team’s watching, and somewhere nearby, the Account Manager is quietly watching hardest of all. 1. The Hand You’re Actually Shaking When you inherit a client
You can tell when a project’s in trouble even before the metrics catch up. Everyone’s “green,” the schedule’s still intact — but people have gone quiet. You feel it in the air. Still, quiet isn’t the end it’s the signal that the project’s ready for
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Frameworks are great until your infrastructure moves faster than your diagrams. Here’s why tag-based mapping might be the smarter play in 2025 Over the last year I’ve rolled out a few IT Services and Governance layers. I was talking to a friend who’s a ServiceNow guru
Understanding what type of project you’re really running — and how to engage the people who shape it Not every project is created equal, and treating them all the same is a quiet career-killer. If you can’t explain why the project exists — not just what it does — you’
The Moment of Realisation Every project manager hopes for a clean rollout, clear scope, working documentation, confident users. But sometimes you arrive mid-voyage and discover you’re already taking on water. No documentation. No real training. No functional experts. No authority. Just panic, fatigue, and a long trail of
Working as a project manager (PM) on the vendor side presents a unique set of challenges and opportunities compared to traditional client-side project management. Vendor-side PMs play a crucial role in ensuring that the products or services their company provides meet the client's requirements, budget, and