Tag: project delivery

The age of artificial intelligence (AI) is reshaping organizations faster than any previous technological wave. For leaders, the challenge is no longer whether change will come but how to navigate it with presence, resilience, and humanity. Prosci’s Change Management methodology® has long provided a structured approach to transformation. Its ADKAR ® model (Awareness, Desire, Knowledge, Ability, Reinforcement) remains a cornerstone for understanding the human side of change, while the Prosci Change Triangle® (PCT) highlights the interdependence of sponsorship, project management, and change management.

Znaczenia zarządzania cyberryzykiem dostawców nie trzeba już obecnie uzasadniać. W niekończących się doniesieniach o udanych cyberatakach niebagatelną część stanowią tzw. supply chain cyberattacks, czyli ataki przeprowadzone na organizację przez zewnętrznego dostawcę. Oprócz ataków występują również problemy wynikające z innych przyczyn, np. awaria spowodowana przez błędną aktualizację od firmy CrowdStrike w 2024 r., co w efekcie sparaliżowało lotniska, banki, szpitale, hotele i wiele innych branż. W odpowiedzi na powyższe wiele firm wdrożyło odpowiednie programy i utworzyło zespoły zajmujące się weryfikacją dostawców przed rozpoczęciem współpracy. Mimo to wciąż obserwuje się niezadowolenie z efektów u kierownictwa, spory zarówno z dostawcami, jak i wewnątrz samej organizacji, a finalnie frustrację u wszystkich zaangażowanych. Zatem jakie są fundamenty sukcesu i na co zwrócić uwagę, żeby całe przedsięwzięcie oceny cyberryzyka dostawców działało sprawnie i wnosiło istotną wartość dla organizacji?

Let’s face it: "sustainability" has gone from a buzzword to a business survival skill. What was once relegated to glossy CSR reports is now being written into investor briefings, customer contracts, and even boardroom agendas. And in the middle of this sustainability storm stands a role that’s too often overlooked: the project manager.

AI initiatives live and die by data readiness, model risk, and value after go-live. CPMAI gives project professionals a practical, vendor-agnostic operating model to steer that journey from idea to impact. Since PMI acquired Cognilytica in September 2024, CPMAI sits inside the PMI ecosystem with recognized standards and learning paths for PMOs that want to scale AI responsibly.

The pursuit of knowledge has always permeated my journey. This subject still inspires me, mainly due to the profound transformations we are experiencing and the need to rethink how to leverage knowledge to propel project success. Building on my academic research at the intersection of knowledge management and project management, it is both timely and essential to reflect on the current challenges and possibilities that arise when these two disciplines converge.

Industry 4.0, often described as the fourth industrial revolution, is transforming how companies design, manage, and optimize production. Powered by digital technologies, it integrates machines, data, and people into intelligent networks that connect suppliers, producers, and customers. This shift poses new challenges, but also opens opportunities to create more sustainable, flexible, and efficient industrial systems.

Have you ever thought about how Agile leadership would look if the Agile Manifesto were written today when teams are spread across continents, connected only by screens, and collaborating across time zones? But as project teams have become global, cross-functional, and remote-first, the ways we enable delivery have had to evolve.

Imagine every team member wearing the same size suit to a project kick-off meeting, absurd right? Yet, many organisations impose uniform project management methodologies across all projects, regardless of size, complexity, or risk profile. Tailoring challenges this mindset. It advocates for customising methodologies, tools, processes, and life cycles to the uniqueness of each project.