Mission Ready Blog

Author: Bill Rogers

  • AI, Toothpaste Machines, and Why We Still Yell at the Wi-Fi

    Every new technology arrives with panic. Jobs are disappearing. Everything is changing. A few years later, we just expect it to work and get annoyed when the Wi-Fi is slow.

    Adapting to technology is how people stay employed. When work is repetitive, a machine eventually shows up to do it faster and without coffee breaks. What matters is what you do next. A great example shows up in Charlie and the Chocolate Factory, where a toothpaste factory replaces a worker who screws caps onto tubes with a machine. When that machine breaks, he is hired back to fix it. Turns out automation still needs humans. The job did not disappear. It just got smarter.

    PMBOK 8 reflects this same idea. It emphasizes adaptability, performance, and delivering value instead of clinging to rigid tasks. AI fits right into that mindset. It handles repetitive work. People still handle judgment, leadership, and explaining why the plan changed again.

    Machines do the repetition. People do the thinking. And no matter how advanced technology gets, we are still yelling at the Wi-Fi.

  • What I’m Learning About AI Innovation in the Business World

    Artificial intelligence has moved well beyond experimentation. Across industries, AI is now being used to improve decision making, increase consistency, and help organizations operate more effectively at scale. What has become clear is that the real innovation is not the technology itself, but how organizations choose to apply it.

    One of the most important lessons is that AI delivers value when it is tied directly to business outcomes. Successful organizations are not deploying AI for novelty. They are using it to reduce friction in processes, improve quality, and support people who make decisions every day. When AI is aligned with strategy, it becomes a force multiplier rather than a distraction.

    Another key insight is that data quality and governance matter more than algorithms. AI systems are only as effective as the information they are trained on. Organizations that invest in clean data, clear ownership, and defined use cases see far better results than those that rush adoption without structure.

    AI also works best as a support tool, not a replacement for experience or judgment. The strongest use cases combine automation with human oversight, allowing teams to move faster while still maintaining accountability and trust. This balance is especially important in regulated, mission-critical, or resource-constrained environments.

    At Mission Ready PMCS, we view AI as a practical enabler. When applied intentionally, it can strengthen operations, reduce risk, and help organizations stay focused on their mission. The future of AI in business belongs to leaders who treat it as a strategic capability rather than a shortcut.

  • PMBOK 7 vs PMBOK 8. The Key Difference Project Managers Should Know

    PMBOK 7 introduced a major shift by focusing on principles instead of long process charts. It gave project managers twelve guiding ideas like adaptability, collaboration, and delivering value. The goal was flexibility across predictive, agile, and hybrid projects.

    PMBOK 8 builds on that foundation but pushes project managers to show measurable performance. It keeps the principles, but adds clearer expectations for how a PM demonstrates value, manages uncertainty, and uses modern tools. In short, PMBOK 7 tells you what good project management looks like. PMBOK 8 asks you to prove it.

    A simple example comes from a Kentucky IT upgrade. Under PMBOK 7, the project manager tailored the approach by mixing predictive planning with agile user testing. Under PMBOK 8, that same PM would also document how tailoring improved results, reduced risk, and delivered value to the community.

    PMBOK 7 is principle driven.
    PMBOK 8 is performance driven.

    The update adds clarity without adding complexity. It helps project managers show real impact, which matters in every Kentucky agency, business, and project team aiming for reliable results.

  • Agile vs Predictive. What PMI Says and When It Really Matters

    Agile and Predictive project management are often treated like competing ideas, but PMI is clear that both approaches have value. The right choice depends on the stability of the work and how much change you expect during delivery.

    Predictive works best when the requirements are stable and the path is clear. You define the scope, build the schedule, set the cost, and execute the plan. This approach makes sense for infrastructure projects, tower upgrades, network installations, or any job where you know what materials, manpower, and sequencing are required before you begin.

    Agile is designed for situations where the end result will evolve over time. Work is delivered in small increments, feedback is gathered quickly, and adjustments are made as the team learns. Software development, website redesigns, and user-driven digital services benefit from Agile because the customer’s needs shape the direction throughout the project.

    A good example comes from a rural Kentucky school district that needed a technology refresh. The infrastructure portion of the project was handled in a Predictive way because switch replacements, cabling, and hardware installation were clearly defined. At the same time, the district wanted a new parent portal. Nobody knew which features families would use until early versions were reviewed. That part followed an Agile approach, with quick prototypes, small updates, and real feedback guiding each iteration.

    PMI’s guidance is simple. If the work is stable, use Predictive. If the requirements will change as you learn, use Agile. When a project has both, combine the two and use a hybrid approach. This is modern project management and it fits real projects across Kentucky, rural communities, and small organizations that need flexibility without sacrificing structure.

  • Challenges of Rural Kentucky IT Project Management

    Managing IT projects in rural America is never easy, but rural Kentucky IT project management brings its own unique challenges. My work in Alaska prepared me for the logistical struggles of remote deployments, where helicopters or bush planes were sometimes the only way to move equipment. While Kentucky does not require those extremes, rural communities still face outdated networks, limited broadband access, and staffing shortages. Despite these obstacles, the mission is the same: connecting communities to reliable technology that supports healthcare, education, and opportunity.

    Rural Kentucky faces many of the same barriers I saw in Alaska, though on a different scale. Some Appalachian and river valley towns continue to struggle with unreliable broadband and a shortage of local IT professionals. Project managers in rural Kentucky IT project management often wear multiple hats, coordinating vendors, stretching tight budgets, and ensuring long-term sustainability with fewer resources than urban projects. The parallels are clear: distance and geography create unique challenges, but persistence and planning keep projects moving forward.

    The lesson from Alaska applies directly to Kentucky. Rural Kentucky IT project management requires persistence, creative planning, and community buy-in to succeed. Whether it is delivering telehealth to a clinic or upgrading a school’s internet so students can compete on a level playing field, IT project management in rural areas is not just about technology. It is about building digital bridges that improve healthcare, education, and opportunity for families who have long been underserved. By applying what I learned in Alaska, I see a clear path to strengthening rural Kentucky’s digital future.