In IT, IQ alone isn't enough. Emotional intelligence (EQ) is the key skill for project managers to handle stress, support change, and align teams. Unlike IQ, EQ can be learned and improved at any age. Through feedback and cognitive regulation exercises, developing EQ allows for both project success and personal well-being.
After years in their career, senior ERP project managers risk stagnating, masking routine with expertise. Between delegation out of weariness and decreased vigilance, they become trapped in their comfort zone while the ecosystem evolves. To reignite their career progression, they must shake up their habits, become a learner again, and be willing to challenge established practices.
Agent-based AI increases productivity potential, but unconsciously encourages overproduction by constantly raising the bar. This professional ambition exhausts teams. The challenge for project managers in 2026 is to regulate this energy consumption, avoid constant context switching between machine logic and human management, and find the right balance.
AI accelerates development but creates significant automated technical debt. According to GitClear and arXiv, duplicate code jumps by 48%, and 89% of commits contain defects. This phenomenon threatens the clean core of ERP systems. To succeed in modernization, strict quality barriers and a data cleansing phase must be imposed, prioritizing human expertise over raw speed.
In any project, silence is an underestimated risk. Teams agree in meetings but withhold the truth out of fear, resignation, or misplaced loyalty. This silent compliance bias distorts your perception of reality and can be costly in the long run. How can you detect it, understand it, and, most importantly, overcome it?
This article analyzes the mental overload of project managers as the product of a tacit social contract and a need for recognition. Beyond the risks to the client and the company, concrete solutions are proposed: factual arguments to obtain resources and progressive delegation. The goal is to transform over-investment into sustainable and collective performance.
Directional power is an amplifier: it can stifle initiative or reveal excellence. Beyond the formal contract, the leader's "personal touch" shapes a tacit social contract where unspoken understandings prevail. By mastering their own feelings in the face of overload, the leader avoids opaque control and becomes an architect of trust, transforming pressure into a lever for achievement.
A team's effectiveness depends more on its internal dynamics than on individual talent. Google's Project Aristotle identifies psychological safety as a key foundation. This approach is complemented by Belbin's role balance and Microsoft's data on hybrid work. Overall performance stagnates without social capital, despite AI's contribution to productivity.
The ego, a survival mechanism that has become a tool for self-presentation, saturates our cognitive resources. In a world of virtual validation, the need to appear infallible paralyzes collective performance. This post explores how a clear-sighted analysis of one's own ego and that of others allows us to move from a defensive posture to a dynamic of genuine achievement and lasting effectiveness.
The success of an ERP system hinges on the psychological resilience of the project manager. Decision-making capacity is a finite resource that is depleted by constant trade-offs, impacting personal life and health. A healthy mental state is maintained through delegation, chronobiology, and standardized routines. This preserves human potential, ensuring the project's success.
