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Insights & Resources

Project Management
Insights

Practical advice on project recovery, strategic planning, and operational excellence — from a veteran-owned consulting firm.

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The project charter as a project-recovery prevention tool
Project Recovery

The project charter as a project-recovery prevention tool

PMI’s September 23, 2026 guidance on project charters emphasizes that a strong charter creates clarity around purpose, decision-making boundaries, roles, and authority before delivery begins. That matters because many troubled projects later suffer from the exact opposite conditions: unclear ownership, vague objectives, weak sponsorship, shifting scope, and slow decisions.

Not Every Troubled Project Should Be Rescued
Project Recovery

Not Every Troubled Project Should Be Rescued

Not every troubled project should be rescued, leaders need a disciplined decision framework to determine whether to recover, reset, or stop.

Troubled Projects Need Diagnosis Before Recovery
Project Recovery

Troubled Projects Need Diagnosis Before Recovery

Troubled projects need diagnosis before recovery — and this is where project management consultants can create immediate value.

## AI Control Planes Are Becoming the New PMO Control Tower
Project Management

## AI Control Planes Are Becoming the New PMO Control Tower

AI control planes are becoming the new PMO control tower — and organizations need a governance layer that connects AI agents, workflow, cost, risk, vendors, and business outcomes.

From Red Project to Recovery: How AI Can Help Project Managers Diagnose, Stabilize, and Rescue Troubled Projects
Project Recovery

From Red Project to Recovery: How AI Can Help Project Managers Diagnose, Stabilize, and Rescue Troubled Projects

When a project begins to fail, the first problem is often not fixing it—it is understanding why it is failing. Schedule slippage, budget overruns, unresolved risks, scope growth, resource constraints, stakeholder dissatisfaction, and poor decision-making can interact in ways that make the true causes difficult to see.

AI Agents Are About to Become a PMO Problem — and That Is a Good Thing
Strategic Planning

AI Agents Are About to Become a PMO Problem — and That Is a Good Thing

AI agents are moving from experimentation into live operations, and that makes governance a PMO modernization issue — not just an IT or innovation issue.

AI agents are being deployed faster than they are delivering value — and the fix is better business case discipline, governance, sequencing, and benefits realization.
Operational Efficiency

AI agents are being deployed faster than they are delivering value — and the fix is better business case discipline, governance, sequencing, and benefits realization.

Recent industry coverage shows that organizations are rapidly deploying AI agents, but many are not seeing measurable business value yet. One recent report noted that while many companies are implementing AI agents, only a much smaller share report measurable business benefits. Another IBM survey found that many CIOs and CTOs are accountable for AI systems they do not fully control, only a small percentage feel fully prepared for large-scale AI deployment, and most say current governance frameworks are inadequate. The signal is clear: the AI conversation is shifting from “Can we deploy it?” to “Can we make it useful, accountable, measurable, and sustainable?”

Project Management

AI Is Changing the Consulting Delivery Model

Recent reporting shows that large consulting firms are beginning to replace static deliverables, such as traditional PowerPoint-heavy updates, with AI-enabled delivery environments that provide searchable, real-time client information, weekly summaries, and more dynamic collaboration. At the same time, current research shows enterprise AI adoption is creating governance pressure, with technology leaders accountable for systems they do not fully control and many organizations still unprepared for large-scale AI deployment. For project management consultants, this creates a practical opportunity: clients will not just expect advice about AI. They will expect consultants to use AI responsibly to improve delivery transparency, communication, governance, and outcomes.

The Biggest AI Risk in 2026 Isn’t the Technology — It’s the Governance Gap
Project Management

The Biggest AI Risk in 2026 Isn’t the Technology — It’s the Governance Gap

Recent research shows AI deployment is accelerating faster than governance capabilities. IBM found that 77% of technology leaders believe AI adoption is outpacing governance, while only 11% feel fully prepared for large-scale AI deployment. At the same time, organizations are moving from AI pilots to enterprise-wide adoption and increasingly deploying agentic AI systems that can take actions, access systems, and participate in business processes. The conversation is shifting from AI implementation to AI governance and operational accountability.

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