r/ProjectManagementPro

Hey everyone

I’ve been working as a Contract Administrator/Contracts & Commercial Analyst for around 4 years in the construction and renewable energy industry in Australia and I’m looking to complete my PRINCE2 certification to help move into more project-focused roles.

There are so many providers out there (PeopleCert, ILX, Knowledge Academy, Lumify, PM Partners etc.) and I’m not sure which one is actually worth it.

I’m mainly looking for:

• A provider that is well recognised in Australia
• Good quality training/materials
• Online/self-paced options
• Strong exam prep/support
• Good value for money

Would love to hear:

• Which provider you used
• Whether you did Foundation only or Foundation + Practitioner
• If it actually helped your career progression/salary
• Any providers to avoid

Many thanks

Honest Opinion on how much a team of 5-7 members should spend per month on AI tools?

How to measure ROI easily and effectively? Are you doing it?

Does your team works with AI on entire repos or features or few files?

Optional tips on Azure DevOps if your team is using it?

This is a reference to the LinkedIn learning course by Chris Croft and Doug Rose, where both of them are discussing waterfall vs Agile.

One particular aspect of the video that's driving me crazy is that if a true Agile cross-functional team has people with generalised knowledge in different areas, all built together in one team, then there would be no internal dependencies within the team because each team focuses on the same sprint, technically evolving products with the help of their knowledge in their respective domains.

While Mr. Rose argues that Agile teams have problems with dependencies. I can come to think of him referring to non-structural, external dependencies, but then he goes on to say that organisational dependencies are a huge problem. I mean, how is that possible in a small true agile team in theory (in theory because I would like to understand the concept without any practical aspect to it first, and later adjust to the practical ways of the world).

(New student)

Curious how other PMPs feel about this:

Do you feel like some of the PMBOK content is starting to feel a little outdated, given how fast our work is changing right now?

No shade to PMI at all, I still think there’s a lot of valuable material there, especially around fundamentals, project structure, and shared language.

But with AI, faster delivery cycles, hybrid teams, changing tools, the list goes on and on, I’m wondering if the traditional guidance is struggling to keep up with the reality of modern project work.

Are others PMs feeling this too, or do you think the PMBOK still holds up well if you know how to apply it?! Would love some thoughts here!

HI Team
Please can you help me how i can automate and digitize business requirement document ?

I’ve been working in engineering project environments (mostly hardware + cross-functional teams), and I keep seeing the same pattern:

Projects don’t fail because people are incompetent.
They fail because of small communication mismatches that compound over time.

One example I saw recently:

A PM said:
“Make sure the interface protocol is aligned across teams.”

Sounds reasonable, right?

But:

• Team A interpreted it as timing synchronization
• Team B interpreted it as data format alignment

No one clarified.
Integration failed.
3 weeks lost.

After seeing this repeatedly, I started thinking about teams less like “groups of people” and more like systems with signal transmission problems:

• unclear ownership → signal loss
• too many meetings → noise
• overloading people → latency
• unclear feedback → reflection

I’m trying to map common team failures into more “system-like patterns” so they can be debugged faster.

Curious:

👉 What’s the most common reason you’ve seen engineering teams fail execution?

How are you running and measuring sprints, developer productivity, enhancements, bugs, aibugs (eye bugs - Agent AI Coding Bugs)- overlooked bugs due to Agentic AI code gen (and lack of reviews).

Open Source tools for GitHub, Gitlab, Azure DevOps?? Please share links, experience and screenshots of dashboard if possible?

The project hit every milestone and the business still considers it a failure. How do you even score that?

The green status report went out on closing day. On time. On budget. Stakeholders signed off. And within six months, the system nobody actually wanted was either being replaced or quietly abandoned.

I've seen this more than once. The project didn't fail at execution. It failed at inception — and execution was so clean it actually obscured that fact.

Here's the pattern. Scope gets defined before requirements are understood. Timeline gets committed before the scope is real. Success criteria get written to match what the team thinks it can deliver, not what the business actually needs. Then everyone executes against that baseline like it's gospel, because changing it mid-flight is politically harder than finishing the wrong thing on schedule.

The arresting part of this failure mode is that it rewards all the wrong behaviors. The PM who locked down an unrealistic scope early looks organized. The stakeholders who didn't push back on requirements look cooperative. The team that delivered against a bad plan looks efficient. Nobody's accountable because everyone did their job — just against the wrong definition of done.

What I've never seen adequately solved is the revisitation problem. In theory, scope and success criteria should be living artifacts — challenged at phase gates, pressure-tested when assumptions change. In practice, the baseline becomes sacred the moment it gets signed. Questioning it after kickoff reads as dysfunction, not rigor.

So the failure bakes in early and travels the length of the project completely invisible. The status reports stay green. The RAIDs log stays manageable. The retrospective praises the team's execution. And six months later someone's asking why the business isn't using the thing.

The honest question here is about where responsibility actually lives. Either the PM owns requirements validity and success criteria as part of project governance — which means they need real authority to challenge scope before it hardens — or that responsibility sits with the business owner, who has to be held accountable when they sign off on the wrong thing.

Pick one. Because right now most organizations are operating like neither of them owns it, and the results are exactly what you'd expect.

Hello

i am a Registered nurse transitioning to project management, I have APM certification, Change management, Agilepm and business anay certification, I would be glad if anyone can guide me on how to get a Job.

I’m looking to get into project management open to any entry level position, like project coordinator or project assistant. I don’t have any prior experience, but I graduated last year for software engineering but my current role is a lead supervisor in a food and nutrition department at a hospital. I believe I have all the skills needed to step into the project management field, detailed oriented fast learner etc, I just need to get my foot in the door with a company and work my way up any advice or companies that will hire someone like me I’m also in Florida.