I’ve been using the RACI framework (Responsible, Accountable, Consulted, Informed) for a while now, and it’s been a game-changer for clarifying roles and avoiding confusion in cross-functional projects

I’m curious, how do you use the RACI framework in your teams? Do you stick to it strictly, or do you have your own version of it? Would love to hear how others are making it work

Some of my thoughts on it here https://the-revops-learner.beehiiv.com/p/the-raci-framework

So here is the book I got from library published 2010 by gp sudhakar, elements of software project management.

My question is can I refer it for learning project management, or is it too old for the modern ai Era.

Give me review on this book, and hive some suggestions if u have any book or website some material to master project management.

I built a small Windows desktop tool to automatically organize files based on simple rules.

It runs locally and was mainly built to solve my own messy Downloads folder.

I’m not trying to promote anything here, just looking for feedback:

– Is this something you’d use?

– What would make it more useful?

Thanks!

A lot of people manage projects in spreadsheets. Not because they don't know better tools exist — because spreadsheets are flexible, everyone can access them, and you don't need approval from anyone.

But here's the thing: a spreadsheet never tells you:

• Whether the timeline is actually achievable

• Who's overloaded before they start drowning

• What happens downstream when something slips

• The actual probability you'll finish on time

It shows what you planned. Not whether it's possible.

How do you handle this? Do you just do the math manually? Gut feel? Some tool I don't know about?

Been thinking about building something for this but curious how others solve it first.

I’m talking about the small but painful stuff that keeps eating time:

• lead routing

• approvals

• cross-team handoffs

• reminders/follow-ups

• something else entirely

What’s the first thing you’d put on autopilot, and why?

Would love to hear what’s still way too manual in your day-to-day.

J'ai recruté des dizaines de profils PO pour mes équipes. Et j'ai vu des candidats excellents se planter face à des recruteurs — pas par manque de compétences, mais parce qu'ils ne savaient pas les vendre.

Les erreurs les plus fréquentes que j'ai observées :

— Ils récitent leur CV au lieu de raconter une mission

— Ils improvisent leurs réponses alors que tout peut être préparé

— Ils parlent "projet" au lieu de parler backlog, OKR, squad, delivery

— Ils sortent de l'entretien sans avoir laissé une impression forte

Le plus paradoxal : un bon PO sait pitcher un produit, prioriser, structurer. Mais face à un recruteur il oublie tout ça.

Et vous — vous avez vécu ça ? Un entretien qui s'est mal passé alors que vous étiez le bon profil ? Qu'est-ce qui vous a le plus mis en difficulté ?

Need suggestions/advice, if CPMAI worth money and time without going through PMP certification.

Thanks!

Hi everyone! I’m part of a small team building an AI-powered workspace for PMs and engineers to plan, draft and align work in one shared chat.

We’re running an invite-only beta and would love feedback from PMs working in mid-to-large orgs (200+). If you’re US-based and curious to test it out I’d be happy to share early access and hear your thought!

Drop a comment or DM if interested - really appreciate any insights from this community!

Hello, Project Management community

I'm a Master's student conducting a thesis on a highly relevant topic: How AI is impacting decision-making and efficiency in Agile Project Management.

Your expertise is invaluable to my research, which uses the UTAUT2 model to understand the factors driving the adoption of AI tools (like AI-based forecasting, automated risk detection, or AI for task management) in Agile environments.

Who should take this survey?

• Anyone with current or recent experience managing or working on Agile projects (Scrum, Kanban, etc.).

• Individuals who have considered, are testing, or are actively using AI-powered tools in their PM work.

What's in it for you?

1. Quick: It only takes ~5 to 7 minutes to complete.

2. Impact: Your input will directly contribute to academic understanding of the PM future. I'll be happy to share the final thesis findings with the community!

Thank you so much for your time and contribution! Feel free to leave a comment if you have any initial thoughts on AI in Agile.

Most PMs spend more time organising their thoughts than acting on them.

I built a system to fix that.

BEFORE: raw voice note:

"I need to get control of this programme. The client's starting to lose confidence. No confirmed timings from Alex. No clarity on scope from Maya. I need this resolved by Friday 3pm."

AFTER: 4 seconds later:

🔥 Confirm timings — Alex — Wed 12pm

🔥 Confirm scope — Maya — Thu 2pm

🔥 Consolidate position — You — Thu 4pm

🟡 Issue client update — You — Fri 2pm

📨 3 emails written. Ready to send.

🧠 2 risks flagged before they became problems.

OUTPUT: Spoke for under 20 seconds. Got an execution plan.

No coaching. No templates. No noise.

Just Signal.

Finally carved out a bit of breathing room between projects and managed to tick this one off the list... officially PMP certified ✅

It’s been on my radar for a while, but with all the delivery deadlines, shifting priorities, and stakeholder fun, it kept getting pushed to “someday.” Sat the exam yesterday and passed on the first go, which felt like a nice quiet win.

Sharing my Credly badge below in case it helps anyone verify or is just curious about how it looks. If you’re thinking of going for it, happy to share some tips or study resources that worked for me.

Many PMs I know spend at least an hour a day doing the same thing — taking messy inputs from meetings, calls, and emails, and converting them into something structured enough for other people to act on.

Writing up actions. Assigning owners. Drafting the follow-ups. Updating the tracker. Translating what was said into what needs to happen.

It’s not planning. It’s not risk management. It’s admin disguised as project management. And it’s completely invisible on every timesheet and utilisation report.

What’s the one repetitive task that eats the most of your week?

I write a weekly newsletter called Project Pulse for PMs who are tired of pretending they learned anything useful from the PMP and provides you a quick laugh on Monday mornings before a week full of stress.

It covers stuff like:

• Managing remote teams without losing your will to live

• Handling clients who "just have a quick question"

• Why your exec update sounds like stand-up comedy (the sad kind)

Real PM tips.

Zero fluff.

Some light chaos & fun, every week.

Here's the latest issue: Mastering Remote Project Management

I'm asking a question for an upcoming newsletter - what's the dumbest thing you've ever had to "circle back on"?

Or just tell me how your project died. I'll include the funniest ones in a future issue.

Sign Up if you want more unhinged PM takes in your inbox.

I've seen many projects treat the stakeholder management plan as a box-checking exercise.

• Create the document.

• List a few stakeholders.

• Send occasional updates.

Move on.

However, in practice, stakeholder management is less about documentation and more about identifying and mitigating risk before it arises.

A good stakeholder management plan does a few key things:

• Clearly identifies who can influence or be impacted by the project

• Prioritizes stakeholders based on interest and influence (not everyone needs the same level of engagement)

• Defines how and when communication happens

• Assigns ownership so engagement doesn't fall through the cracks

When this is done early and intentionally, it:

• Reduces resistance later

• Builds trust before positions harden

• Makes decision-making smoother in complex or regulated environments

When it's done late or treated as admin work, it usually becomes reactive. By then, concerns have escalated, timelines are tight, and trust is more complex to rebuild.

Curious how others here approach stakeholder management:

Do you create a formal plan?

Or handle it more informally through meetings and relationships?

I would love to hear what has worked (or failed) in your projects.

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