Project Management Roles

𝗧𝗼𝗱𝗮𝘆, 𝗣𝗠𝗜 𝗿𝗲𝗹𝗲𝗮𝘀𝗲𝘀 𝘁𝗵𝗲 𝗳𝗶𝗿𝘀𝘁 𝗿𝗲𝘀𝘂𝗹𝘁𝘀 𝗳𝗿𝗼𝗺 𝘁𝗵𝗲 𝗹𝗮𝗿𝗴𝗲𝘀𝘁 𝘀𝘁𝘂𝗱𝘆 𝘄𝗲’𝘃𝗲 𝗲𝘃𝗲𝗿 𝗰𝗼𝗻𝗱𝘂𝗰𝘁𝗲𝗱 - 𝗼𝗻 𝗮 𝘁𝗼𝗽𝗶𝗰 𝘁𝗵𝗮𝘁 𝗶𝘀 𝗰𝗿𝗶𝘁𝗶𝗰𝗮𝗹 𝘁𝗼 𝗼𝘂𝗿 𝗽𝗿𝗼𝗳𝗲𝘀𝘀𝗶𝗼𝗻: 𝗣𝗿𝗼𝗷𝗲𝗰𝘁 𝗦𝘂𝗰𝗰𝗲𝘀𝘀. 📚 Read the report: https://lnkd.in/ekRmSj_h With this report, we are introducing a simple and scalable way to measure project success. A successful project is one that 𝗱𝗲𝗹𝗶𝘃𝗲𝗿𝘀 𝘃𝗮𝗹𝘂𝗲 𝘄𝗼𝗿𝘁𝗵 𝘁𝗵𝗲 𝗲𝗳𝗳𝗼𝗿𝘁 𝗮𝗻𝗱 𝗲𝘅𝗽𝗲𝗻𝘀𝗲, as perceived by key stakeholders. This clearly represents a shift for our profession, where beyond execution excellence we also feel accountable for doing anything in our power to improve the impact of our work and the value it generates at large. The implications for project professionals can be summarized in a framework for delivering 𝗠𝗢𝗥𝗘 success: 📚𝗠anage Perceptions For a project to be considered successful, the key stakeholders - customers, executives, or others - must perceive that the project’s outcomes provide sufficient value relative to the perceived investment of resources. 📚𝗢wn Project Success beyond Project Management Success Project professionals need to take any opportunity to move beyond literal mandates and feel accountable for improving outcomes while minimizing waste. 📚𝗥elentlessly Reassess Project Parameters Project professionals need to recognize the reality of inevitable and ongoing change, and continuously, in collaboration with stakeholders, reassess the perception of value and adjust plans. 📚𝗘xpand Perspective All projects have impacts beyond just the scope of the project itself. Even if we do not control all parameters, we must consider the broader picture and how the project fits within the larger business, goals, or objectives of the enterprise, and ultimately, our world. I believe executives will be excited about this work. It highlights the value project professionals can bring to their organizations and clarifies the vital role they play in driving transformation, delivering business results, and positively impacting the world. The shift in mindset will encourage project professionals to consider the perceptions of all stakeholders- not just the c-suite, but also customers and communities. To deliver more successful projects, business leaders must create environments that empower project professionals. They need to involve them in defining - and continuously reassessing and challenging - project value. Leverage their expertise. Invest in their work. And hold them accountable for contributing to maximize the perception of project value at all phases of the project - beyond excellence in execution. 📚 Please read the report, reflect on its findings, and share it broadly. And comment! Project Management Institute #ProjectSuccess #PMI #Leadership #ProjectManagementToday

A PM at Google asked me how I managed 30+ stakeholders. 'More meetings?' Wrong. Here's the RACI framework that cut my meeting load by 60% while increasing influence. 1/ 𝙍𝙚𝙨𝙥𝙤𝙣𝙨𝙞𝙗𝙡𝙚 𝙫𝙨 𝘼𝙘𝙘𝙤𝙪𝙣𝙩𝙖𝙗𝙡𝙚 Most PMs drown because they invite everyone who's "interested." Instead, split your stakeholders into: - R: People doing the work - A: People accountable for success 2/ 𝙏𝙝𝙚 𝘾𝙤𝙣𝙨𝙪𝙡𝙩𝙖𝙩𝙞𝙤𝙣 𝙏𝙧𝙖𝙥 Stop asking for approval from everyone. Create two clear buckets: - C: Must consult before decisions - I: Just keep informed of progress 3/ 𝘿𝙤𝙘𝙪𝙢𝙚𝙣𝙩 > 𝙈𝙚𝙚𝙩𝙞𝙣𝙜 For "Informed" stakeholders, switch to documented updates. They'll actually retain more than in another recurring meeting. 4/ 𝙏𝙝𝙚 𝙈𝙖𝙜𝙞𝙘 𝙋𝙝𝙧𝙖𝙨𝙚 "𝗜𝗳 𝘆𝗼𝘂'𝗿𝗲 𝗻𝗼𝘁 𝗱𝗶𝗿𝗲𝗰𝘁𝗹𝘆 𝗿𝗲𝘀𝗽𝗼𝗻𝘀𝗶𝗯𝗹𝗲, 𝗽𝗹𝗲𝗮𝘀𝗲 𝗳𝗼𝗿𝘄𝗮𝗿𝗱 𝘁𝗵𝗶𝘀 𝘁𝗼 𝘁𝗵𝗲 𝗿𝗶𝗴𝗵𝘁 𝗽𝗲𝗿𝘀𝗼𝗻. 𝗧𝗵𝗮𝗻𝗸 𝘆𝗼𝘂 𝗶𝗻 𝗮𝗱𝘃𝗮𝗻𝗰𝗲." Use this in every email. Watch the right people emerge. 5/ 𝘼𝙥𝙥𝙧𝙤𝙫𝙖𝙡 𝘼𝙧𝙘𝙝𝙞𝙩𝙚𝙘𝙩𝙪𝙧𝙚 Build your approval flows around your R&A stakeholders only. Everyone else gets strategic updates. --- This isn't about excluding people. It's about respecting everyone's time while maintaining momentum. If you found this framework helpful for managing stakeholders: 1. Follow Alex Rechevskiy for more actionable frameworks on product leadership and time management 2. Bookmark and retweet to save these tactics and help other PMs streamline their stakeholder management

The best Project Manager? The one who is pleasant to work with. It took me a few years (and a few delivery crises) to realise this simple truth. I used to think a good PM was the one with the best RAID logs, tech expertise, strongest planning skills, and also tough looks. While these are still crucial (maybe not the looks), they are not enough. Especially in complex matrix organisations, cross-functional programmes, and highly political environments. Here is what I learned: The best Project Manager is the one people *actually* want to work with. Not just tolerate, but want. Not just respond to, but to engage with proactively. It’s not about being nice. It’s about being emotionally intelligent, flexible, and pragmatic. It’s about listening, not lecturing. It’s about removing blockers, not becoming one. And yes, people still respect structure, clarity and strong delivery governance. And challenge where necessary. But they respect it even more when it comes from someone who makes their day easier, not harder. I’ve seen projects fail not because of a bad plan, but because of tension and blame culture. I’ve also seen challenging projects succeed because someone made collaboration feel safe, simple, and even fun. So now, I ask myself: Am I pleasant to work with? Do people leave our meetings with more clarity or more confusion? Do they feel heard or micromanaged? That’s my new definition of a strong PM. Agree? What’s your experience? 👇

𝗠𝘆𝘁𝗵: A Project Manager must be a technical or industry expert. 𝗥𝗲𝗮𝗹𝗶𝘁𝘆: The best Project Managers are expert adapters, not necessarily subject matter experts. I’ve noticed an increasing number of job descriptions asking PMs to be experts in tools, platforms, or even coding languages. But here’s what the PMBOK Guide, PRINCE2, and IPMA all agree on: “Project Managers are not required to be subject matter experts. Their strength lies in leading people, managing change, and delivering outcomes.” Yes, domain familiarity helps, but the core role is about: ✔️ Aligning stakeholders ✔️ Navigating ambiguity ✔️ Managing risks and delivery ✔️ Leading cross-functional teams In complex environments, you need a PM who can adapt fast, ask the right questions, and integrate specialist knowledge, not one who replaces it. Let’s not confuse tool familiarity with delivery capability. Let’s value adaptability and leadership as much as we value technical skill. 𝗪𝗵𝗮𝘁 𝗱𝗼 𝘆𝗼𝘂 𝘁𝗵𝗶𝗻𝗸? Have you seen roles requiring more technical depth than leadership lately? Is that the right direction?

Project Managers: You don’t need to code – but you do need to connect. As a Solution Architect, I’ve worked with many Project Managers over the years. And here’s one truth that often gets overlooked: You don’t need deep technical knowledge to lead a successful tech project. You need something even more powerful: - Clarity. - Communication. - Empathy. - Expectation Management. Great Project Management isn’t about knowing how to configure a server or debug an API. It’s about navigating uncertainty, aligning diverse teams, and keeping everyone focused when things get chaotic. The best PMs I’ve worked with weren’t the ones who tried to speak “tech” fluently. They were the ones who spoke “human” fluently. They could build trust, handle conflicting priorities, and shield the team from noise while steering the ship toward delivery. That’s why a solid education in the discipline of project management matters more than ever. Methodologies, stakeholder engagement, risk management – these aren’t “nice-to-haves,” they’re the foundation. So, if you’re a PM worried you don’t understand Kubernetes or machine learning models – relax. What we need from you is leadership, not line-by-line knowledge. Let’s stop pretending Project Management is a “technical side job.” It’s a profession. A strategic role. A people business. And when it’s done well – everything else falls into place. #ProjectManagement #Leadership #SolutionArchitecture #ExpectationsManagement #PeopleFirst #PMProfession #SoftSkillsMatter #DigitalTransformation

We often equate leadership with the strategy forming role. Leaders are expected to chart a course, allocate resources and execute with precision. But, we live in an age where uncertainty is the norm. Geopolitical conflicts, supply chain disruptions, technological disruptions and macro-economic shifts are making the environment much more unpredictable. In this world, the traditional notion of leadership may not be enough. What distinguishes the most effective leaders today is their ability to combine strategy with empathy, communication and adaptability, qualities that are now critical for long-term success. Empathy is defined as “Understanding before acting”. When uncertainty prevails, people can experience fear, confusion or even paralysis. Strategy provides direction, but empathy builds trust. A leader who takes time to understand what teams are feeling is better positioned to inspire the extra energy people bring when they feel valued. Empathy doesn’t mean avoiding hard choices; it means delivering them with human-ness. That sustains loyalty in turbulent times. Communication is defined as “Clarity in the fog”. In uncertainty, silence is costly. People don’t expect leaders to have all answers, but they do expect clarity about what is known, what isn’t and how decisions will be made. Warren Bennis wrote, “Leadership is the capacity to translate vision into reality.” Amidst volatility, translation means simplifying so that teams understand the direction without being overwhelmed by noise. Adaptability is the “Courage to pivot”. Even the best strategies will be wrong at some point. The question is not whether leaders will face surprises, but how quickly they can adjust. Adaptability requires humility and courage to redirect resources even if it means abandoning sunk costs. This is where agility becomes a cultural, not just operational, advantage. Through crises, successful leaders do not just react with strategy. They craft a narrative that helps teams interpret events, stay connected to a higher purpose and turn uncertainty into shared meaning. They reframe adversity as purpose, build a unifying narrative for teams and embed human connection into their responses. At the heart of these qualities is a deeper role: leaders as meaning-makers. Strategy charts the course, but meaning explains why the course matters, especially when storms hit. This “meaning-making capacity” has been recognized in leadership literature (e.g. Podolny, Varney) even if the exact phrase has not always been front and centre. Viktor Frankl observed, "Those who have a 'why' to live, can bear almost any 'how.'" Leaders who provide that "why" enable their organisations to endure, adapt and grow. In today's world, the best leaders are not just strategists but translators of uncertainty to clarity, connectors of people to purpose and builders of cultures that adapt without losing direction. In an age of volatility, being a meaning-maker may be the most strategic act of all.

Last quarter, I worked with the MD of a heavy equipment manufacturer who believed AI would make status reports clearer and give leadership better visibility into project progress, but while the dashboards improved and the data looked sharper, the actual profit margins did not improve because delays were still being identified too late to prevent cost overruns. By the time problems appeared in reports, the financial impact had already occurred, and in 2026, with tighter compliance requirements and thinner operating buffers, that delay between issue and action is no longer affordable. What has truly changed is not reporting quality but execution speed, because AI systems can now reallocate resources, adjust schedules, and flag bottlenecks immediately instead of waiting for weekly or monthly review cycles; in plant upgrade programs and supplier transitions, I have seen problems addressed at the point of occurrence rather than after escalation. When corrective action happens closer to where the issue starts, delivery risk declines and cycle times shorten, since decisions are triggered by live data rather than by meetings or manual coordination. The main weakness I continue to see is governance, because many AI agents operate on fragmented data sources without clear ownership of decision rights, which leads teams to override outputs they do not trust and reintroduce manual controls that slow everything down, creating a false sense of stability where dashboards remain green but margin pressure builds quietly underneath. Two mistakes appear repeatedly. The first is treating AI as an advanced reporting layer, because manufacturing projects depend on operational control rather than visibility alone, and insight does not prevent delay unless the system is allowed to act within clearly defined boundaries. The second is deploying AI without defining who owns the decisions it influences, because manufacturing plants rely on accountability structures, and when escalation paths are unclear, agents can create conflicting actions that slow adoption and reduce confidence across teams. If you are beginning this journey, start by mapping a single workflow where approvals consistently delay progress, such as change requests during shutdown planning, and introduce AI only where decision rules are already stable and measurable, while avoiding areas that depend on negotiation or human judgment.  #AIInProjectManagement #AgenticAI #ExecutiveLeadership #FutureOfWork #OperationalExcellence0 #DecisionIntelligence #EnterpriseAI #ProjectGovernance #DigitalTransformation #AIForCEOs #BusinessExecution #AIStrategy

𝗔𝗜 𝗶𝘀 𝗿𝗲𝘄𝗿𝗶𝘁𝗶𝗻𝗴 𝘁𝗵𝗲 𝗽𝗿𝗼𝗷𝗲𝗰𝘁 𝗺𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 𝗽𝗿𝗼𝗳𝗲𝘀𝘀𝗶𝗼𝗻. Back in the 1970s, some office workers saw word processors creeping into back rooms and thought, “𝘛𝘩𝘢𝘵’𝘴 𝘯𝘰𝘵 𝘮𝘺 𝘫𝘰𝘣.” They kept their dictation pads. They kept their comfort. They kept their routines. But history did not keep them. 𝙷̲𝚎̲𝚛̲𝚎̲ 𝚒̲𝚜̲ 𝚝̲𝚑̲𝚎̲ 𝚞̲𝚗̲𝚌̲𝚘̲𝚖̲𝚏̲𝚘̲𝚛̲𝚝̲𝚊̲𝚋̲𝚕̲𝚎̲ 𝚝̲𝚛̲𝚞̲𝚝̲𝚑̲. Every profession gets a quiet warning before the loud disruption. The warning is never dramatic. It looks clunky. It looks optional. It looks like something for later. Sound familiar? Let’s go back to the future, so we can prepare ourselves TODAY. 🔵 𝗪𝗵𝗮𝘁’𝘀 𝘁𝗵𝗲 𝟭𝟵𝟳𝟬𝘀 𝘄𝗼𝗿𝗱 𝗽𝗿𝗼𝗰𝗲𝘀𝘀𝗼𝗿 𝗺𝗼𝗺𝗲𝗻𝘁 𝗳𝗼𝗿 𝗣𝗠𝘀? ⮕ AI-generated communication. • Meeting summaries • Stakeholder updates • Decision logs You stop writing and start shaping meaning. 🔵 𝗪𝗵𝗮𝘁’𝘀 𝘁𝗵𝗲 𝟭𝟵𝟴𝟬𝘀 𝗩𝗶𝘀𝗶𝗖𝗮𝗹𝗰 𝗺𝗼𝗺𝗲𝗻𝘁 𝗳𝗼𝗿 𝗣𝗠𝘀? ⮕ AI-assisted planning and risk modeling. • Multiple scenarios instantly • Tradeoffs made explicit • Risks surfaced early You stop tracking work and start optimizing outcomes. 🔵 𝗪𝗵𝗮𝘁’𝘀 𝘁𝗵𝗲 𝟭𝟵𝟵𝟬𝘀 𝗱𝗮𝘁𝗮 𝘄𝗮𝗿𝗲𝗵𝗼𝘂𝘀𝗲 𝗺𝗼𝗺𝗲𝗻𝘁 𝗳𝗼𝗿 𝗣𝗠𝘀? ⮕ AI-enabled systems insight. • Patterns across projects • Early warning signals • Organizational bottlenecks You stop managing projects. And you start managing flow. The profession is evolving through a modern version of the word processor moment. Yes, AI is rewriting project management right before our very eyes. This is a call to action. You must adopt these now — 𝗦𝗸𝗶𝗹𝗹𝘀: • Prompting as structured thinking • Scenario comparison, not single plans • Decision framing, not task tracking 𝗔𝘁𝘁𝗶𝘁𝘂𝗱𝗲𝘀: • Comfort with “first drafts everywhere” • Willingness to be augmented, not heroic • Letting go of control-as-identity 𝗪𝗮𝘆𝘀 𝗼𝗳 𝘄𝗼𝗿𝗸𝗶𝗻𝗴 𝘁𝗼 𝗮𝗯𝗮𝗻𝗱𝗼𝗻: • Manual status as proof of value • Process worship • Being the “human API” between teams The PMs who win will become... • Sense-makers • Tradeoff leaders • Organizational traffic engineers So, the question is no longer: “Will AI change project management?” It already has. 𝙏𝙝𝙚 𝙧𝙚𝙖𝙡 𝙦𝙪𝙚𝙨𝙩𝙞𝙤𝙣 𝙞𝙨 >>> 📌 Will you prepare yourself for a future that’s being rewritten in real time? [𝘋𝘳𝘰𝘱 𝘢 👊 𝘪𝘯 𝘵𝘩𝘦 𝘤𝘰𝘮𝘮𝘦𝘯𝘵𝘴, 𝘪𝘧 𝘺𝘰𝘶 𝘸𝘢𝘯𝘵 𝘮𝘰𝘳𝘦 𝘧𝘶𝘵𝘶𝘳𝘪𝘴𝘵𝘪𝘤 𝘪𝘯𝘴𝘪𝘨𝘩𝘵𝘴.] #ProjectManagement #AI #FutureOfWork

I don't know what I don't know - a common challenge that can derail projects and team success. Having led multiple teams and projects across Asia Pacific, I've learned that addressing unknown unknowns is crucial for project success. Here's how I approach this challenge: 🔍 Start with structured discovery sessions. I always kick off projects with comprehensive discovery workshops where team members can openly share their knowledge gaps and concerns. This creates psychological safety and helps surface potential blind spots early. 📊 Map out knowledge domains. I try to identify different areas of expertise needed for the project - technical, business, regulatory, market-specific requirements. This helps highlight where we might have gaps in our collective knowledge. 🤝 Engage subject matter experts early. When dealing with new markets or technologies, I proactively bring in experts from different functions or external consultants. Their insights often reveal critical considerations we hadn't thought about. Along the way, I will proactively consult them for issues that crop up along the way too. ❓ Ask better questions. I've learned that asking the right questions is more important than having immediate answers. Some key questions I always ask: - What regulatory or compliance issues might we face? - What market-specific factors should we consider? - What similar projects have we done before? - What were the unexpected challenges? 🔄 Regular retrospectives. I schedule frequent check-ins where teams can safely discuss new uncertainties that emerge. This creates a culture of continuous learning and adaptation. 💡 Build in buffer time. When planning projects, I always account for the "unknown unknowns" by adding contingency time and budget. The more complex, the more likely chance of delays. This has saved many projects from delays when unexpected challenges arose. So, fellow leaders and project managers, how do you handle the "unknown unknowns" in your projects? What strategies have worked well for you in identifying and addressing knowledge gaps? #leadership #coaching #strategy #jenelim

𝗧𝗿𝗮𝗻𝘀𝗽𝗮𝗿𝗲𝗻𝗰𝘆 𝗶𝘀𝗻’𝘁 𝗷𝘂𝘀𝘁 𝗮 𝗯𝘂𝘇𝘇𝘄𝗼𝗿𝗱. To me, it’s the foundation of trust, connection, and growth. I’ve learned this the hard way. In moments when I held back, thinking it would “protect” my team, I saw confusion and disengagement take root. But when I leaned into honesty – even when the truth was uncomfortable – I saw something incredible: stronger bonds, deeper commitment, and a team that felt truly empowered. Transparency isn’t about having all the answers; it’s about having the courage to share what you know, where you’re headed, and why it matters. 𝗛𝗲𝗿𝗲’𝘀 𝗵𝗼𝘄 𝗜’𝘃𝗲 𝘀𝗲𝗲𝗻 𝘁𝗿𝗮𝗻𝘀𝗽𝗮𝗿𝗲𝗻𝗰𝘆 𝘁𝗿𝗮𝗻𝘀𝗳𝗼𝗿𝗺 𝘁𝗲𝗮𝗺 𝗱𝘆𝗻𝗮𝗺𝗶𝗰𝘀: 1️⃣ 𝗦𝗲𝘁 𝗰𝗹𝗲𝗮𝗿 𝗴𝗼𝗮𝗹𝘀 𝗮𝗻𝗱 𝗲𝘅𝗽𝗲𝗰𝘁𝗮𝘁𝗶𝗼𝗻𝘀: Ambiguity is the enemy of motivation. When your team knows exactly what success looks like and why it matters, they’ll rise to the challenge. 2️⃣ 𝗦𝗵𝗮𝗿𝗲 𝘁𝗵𝗲 𝗯𝗶𝗴 𝗽𝗶𝗰𝘁𝘂𝗿𝗲: People thrive when they understand how their work contributes to the mission. Don’t just focus on tasks – connect them to purpose. 3️⃣ 𝗘𝗻𝗰𝗼𝘂𝗿𝗮𝗴𝗲 𝗼𝗽𝗲𝗻 𝗱𝗶𝗮𝗹𝗼𝗴𝘂𝗲: Some of the best ideas come when you create a space where every voice feels heard. Feedback isn’t just a process – it’s a gift. 4️⃣ 𝗢𝘄𝗻 𝘁𝗵𝗲 𝘁𝗼𝘂𝗴𝗵 𝗰𝗼𝗻𝘃𝗲𝗿𝘀𝗮𝘁𝗶𝗼𝗻𝘀: Addressing challenges openly shows integrity. It’s not about being perfect; it’s about being accountable. 5️⃣ 𝗟𝗲𝘃𝗲𝗿𝗮𝗴𝗲 𝘁𝗼𝗼𝗹𝘀 𝗳𝗼𝗿 𝘃𝗶𝘀𝗶𝗯𝗶𝗹𝗶𝘁𝘆: Whether it’s dashboards, check-ins, or team updates, clarity fosters alignment – and alignment fuels performance. Transparency doesn’t mean overloading people with information. It means sharing the right insights, at the right time, in a way that builds trust and inspires action. What do you think? Is transparency embedded in the way you work or manage your teams?