Since 2007, Ricardo Vargas has been publishing the 5 Minutes Podcast, where he addresses in a quick and practical way the main topics on project management, business agility, risk and crisis management, among other topics.
In this episode, Ricardo discusses the new edition of PMBOK 8, which brings important changes more aligned with the real work of project managers. Based on nearly 48,000 data points and two rounds of global feedback, it has become more practical, clear, and value-oriented. The old 12 principles have been condensed into six more focused ones, while maintaining good project practices.
In this episode, Ricardo discusses the role of luck and probability in project management. He explains that while luck can influence outcomes, it favors those who are prepared. Probability, he says, is not a prediction but a decision-making tool that helps manage uncertainty. Effective project managers turn randomness into results through preparation: identifying risks, creating contingency plans, defining triggers, and building buffers.
In this episode, Ricardo explains why executives need to understand the logic of project management to make informed strategic decisions. Projects drive organizational changes, such as digital transformation, new products, entry into new markets, and mergers. Without understanding how projects add value and manage risk, leaders may fail to connect strategy to execution.
In this episode, Ricardo discusses activity loops, which occur when tasks become predecessors and successors to each other, creating cycles that make schedule calculations difficult. Although schedules are designed for linear flows, engineering and innovation projects are often iterative, with constant revisions and feedback. Looping isn't a mistake, but it needs to be represented correctly.
In this episode, Ricardo explains that projects don’t really fail — they reveal the truth about an organization. Projects act as mirrors, exposing hidden cultural flaws like poor alignment, weak leadership, and political decisions. When pressure from deadlines and budgets increases, the organization’s true nature surfaces: silos, egos, and fear replacing collaboration.
In this episode, Ricardo discusses AI washing, a growing trend where organizations falsely claim to use artificial intelligence. Similar to greenwashing, AI washing occurs when companies exaggerate their AI capabilities to attract investors or appear innovative. In reality, many so-called AI systems are just basic automation or rule-based tools.
In this episode, Ricardo announces the release of the second global research on AI in project management, co-authored with Antonio Nieto-Rodriguez. Compared to their first study two years ago, AI has moved from experimentation to mainstream adoption. The 2025 report, based on insights from 870 professionals in 97 countries, shows that AI familiarity has doubled, and over two-thirds now use AI tools daily.
In this episode, Ricardo introduces the concept of nano projects: ultra-short, highly focused initiatives lasting just a few days, designed to generate value quickly. Unlike megaprojects, which require months or years, nano projects respond to the need for speed and adaptation in a fast-paced world. Examples include testing a marketing channel in five days, redesigning hospital processes in a week, or running rapid pilots in the public sector.
In this episode, Ricardo questions whether Agile is still sufficient in the face of the speed of artificial intelligence. Created in 2001, the Agile Manifesto introduced short iterations and continuous learning to address the unpredictability of software development. However, today, tools become obsolete in days, raising questions about the relevance of 2- to 4-week cycles or a quarterly backlog.
In this week's episode, Ricardo questions whether artificial intelligence (AI) actually reduces project risks or creates new ones. While it helps predict delays, identify flaws, and minimize errors, AI can create invisible risks, such as data bias, which distorts results, and "blind trust," when professionals accept predictions without critical analysis. Another risk is technological dependence:
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