PMI published its first global standard for using AI in project, programme, and portfolio work this June. It's built around keeping a human in the loop at every stage, and it covers AI risk, ethics, and staying ahead of new rules like the EU AI Act. Here's my read: this is the point AI stops being a side tool and starts being something you have to account for. As more of your risk logs, status reports, and meeting notes get AI help, someone still owns what happens if it's wrong. That's landing on the PM, not the tool. We've spent years building RACIs for people. We might be building them for people plus AI next. Question: is your organisation already setting rules for AI use on projects, or is everyone quietly figuring it out on their own? Further reading: PMI — Publishes World's First Global Standard for AI in Project Work

These two get mixed up constantly. Save this for the next time someone throws both terms around in a meeting. Quick check: Your Steering Committee is arguing over who can approve a major change. Which document would you check first? A. Project Charter B. Terms of Reference C. Project Plan Check Your Answer is correct at the bottom of the text Here's the clear version: A project charter is the document that formally gets the project off the ground. It sets out the high-level picture in one place: the objective, what is in scope and out, the key assumptions and risks, who is involved, and the budget and timeline at a high level where these are known. Its main job is to authorise the project and give everyone a shared starting point. When someone asks, "What is this project actually about, why are we doing it, and what have we agreed?" the charter helps answer that. A terms of reference is different. It usually sets out how a specific group involved in the project will work and govern its part of the project. That might be a Steering Committee, Project Board or working group. It covers things like the purpose of the group, who sits on it, what authority it has, what people are responsible for, how decisions get made, how often the group meets and what counts as a quorum. Less "what is this project?" More "who decides what, and how will this group operate?" So the charter defines and authorises the project at a high level. The ToR defines how a governance group works, who has authority and how decisions are made. An easy way to hold the difference: Charter = what, why and high-level agreement. Terms of Reference = who decides, what they are responsible for and how they operate. One important thing though: organisations do this differently. Some may not use a document called a Project Charter at all. You might see similar information sitting inside a Project Brief, PID, Business Case or another initiation document. The same applies to Terms of Reference. Some organisations use them heavily. Others barely use the term.

🎥 New video is out! Do you know the real difference between a project objective and project scope? Mixing them up can lead to confusion, extra work and scope creep. In this video, I explain the difference with simple examples you can use on any project. Watch here: https://youtu.be/39Uj4UWDxsQ?is=qSJT5qhCgAAHME9l Once you’ve watched, tell me in the comments: which one causes more problems on your projects, unclear objectives or unclear scope? https://youtu.be/39Uj4UWDxsQ?is=qSJT5qhCgAAHME9l Do you know anyone who needs this community? You should invite them to join , its free 😊.

🚨⬇️⬇️⬇️🚨 Welcome. This is a community, so let's start it like one. Do this one thing before you explore anything else. Your first step: start one challenge, then say hello in the comments. Pick the one that sounds like you: → Already in a project role and it feels messy? Start "From PM Chaos to PM Calm." [link] You'll learn exactly what to do in the situations that trip up new PMs. → Trying to land your first PM role? Start "Your First Project." [link] You'll walk through a real first project, step by step, so you finally see how it's done. Then do two quick things in the comments below: 1. Tell us which challenge you started and one thing you're hoping to figure out. 2. Reply to one other person who started the same one. Just a "me too" or a quick tip is enough. That's it. That's how the room comes alive, and how you meet the people who get exactly where you are. You don't need to feel ready. You don't need to read every post. You don't need to have it all figured out. Just open the first lesson, say hello, and reply to one person. Takes about 2 minutes. Honest truth: the members who take one small step on day one are the ones who get results and make friends here. The ones who plan to come back later usually don't. So do it now, while you're here. We're glad you came. Welcome to PM Blueprint! If you aren't already, make sure you're following/subscribed to me for my latest content to help you on your journey: → Main Channel: http://www.youtube.com/@pmblueprint_1 → Instagram: https://www.instagram.com/build.with.ola?igsh=emhoOTJlaHp6YnVm

Your name is on the project, but nobody on the team reports to you. You cannot hire them. You cannot fire them. Yet if the project runs late, you may still be held responsible. So how do you get people moving without acting like their boss? Here are five practical moves. 1. Borrow authority Build a strong link with your sponsor. The team should know that you and the sponsor are aligned and that you have their support. 2. Make ownership visible Give every task a named owner. Review the list openly in project meetings so there is no confusion about who owns what. 3. Let them set the date Ask the person doing the work when they can deliver it. A date they give you is easier to hold them to than a date you forced on them. 4. Trade, don’t tell Stop chasing people with orders. Ask what is blocking them and how you can help. Removing a blocker often gets faster results than sending another reminder. 5. Escalate the impact If you need to escalate, explain the effect on the project. Focus on the delay, cost or risk. Do not turn it into an attack on the person. The simple version: Borrow authority. Make ownership clear. Get real commitments. Remove blockers. Escalate impact, not people. You do not need to be someone’s boss to lead them. You need trust, clarity and a reputation for helping people get good work done. Over to you. Which of these five moves has worked best for you? Keep it general, with no company or colleague names.