What happens to our professional hunger after twenty years in project management? From the excitement of learning the profession to the realities of leading projects, managing pressure and moving between teams, the PM journey brings both rewards and challenges. A personal reflection on how experience changes our motivation, the importance of protecting ourselves from burnout, supporting other PMs and finding new reasons to remain engaged in a profession that continues to evolve.

AI is changing how Project Managers work, making it easier to automate reporting, documentation and routine coordination. But will the time saved help us become better PMs, or simply allow organisations to assign more projects with fewer resources? A look at AI as both an opportunity and a challenge for project management, from improving delivery decisions and stakeholder relationships to the risks of multiplying poor practices, changing PM responsibilities and losing opportunities to develop the next generation.

Organisations receive more project requests than they can realistically deliver. But are we managing that demand or simply processing it? Approving initiatives, prioritising requests and assigning available PMs doesn’t necessarily mean making the right decisions. A look at what happens when project commitments exceed delivery capacity, why choosing the right PM matters and how better Demand Management can protect both projects and people.

Every Project Manager has their own working setup. Different tools, different habits and different ways of organising the work. But what makes a good PM toolkit? Is it the number of applications, the sophistication of the dashboards or simply knowing what works for the project and its people? A look inside my own PM cockpit, from collaboration and planning to keeping information connected and projects moving.

A new project arrives with a name, target date, budget and expected outcome. Everything seems ready to go. But how much do we really know? Starting Up a Project often requires a little detective work, following questions, challenging assumptions and connecting the dots before we can make an informed decision about what comes next.

Two systems, one line on the whiteboard. Integration looks simple until we explore what sits behind it. From traditional EDI connections to reusable APIs, the choices we make can shape future delivery. A reflection on why PMs should understand enough of the technology to ask better questions, without becoming the architect.

Having the right people allocated to a project doesn’t automatically make them a team. Building that team takes more than resource plans, roles and responsibilities. A reflection on the PM as a protector and enabler, creating the right environment for people to deliver, recognising their contribution and knowing when to let the team go.

“Do you have a plan?” Sometimes a simple question says more about project management than another detailed report. Manage by Exception is not just about tolerances and escalation. It is about trust, clear mandates and ownership, giving people room to deliver while knowing when to ring the bell.

Vendors, municipalities and public authorities operate within their own priorities, processes and limitations. Pushing harder doesn’t always move things forward. Understanding how the other side works, building relationships and making them part of the project journey can achieve much more, without compromising accountability and control.

Good PMO governance gives project teams a map for navigating the organisation, bringing clarity, consistency and structure when things get difficult. But too much governance can become a burden of its own. Where is the sweet spot between useful structure and unnecessary bureaucracy?