Project Management

AI To Disrupt Project Management

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By Peter Tarhanidis, PhD

Technology has demonstrated tremendous benefits and efficiencies (many of them unstated) over time. The technology lifecyle enhancements that started with our initial computers, software programs and the internet of the past have given way to the modern-day cloud, Big Data and artificial intelligence.

Throughout this maturing landscape, technology has affected all industries—especially how we collaborate. According to Peng (2021), here are some key impacts to consider:

  • Digital transformations spending will exceed an estimated $2.39 trillion by 2024.
  • Collaborative tools and technologies increased operational efficiency by 131%.
  • Technology will displace an estimated 85 million jobs globally by 2025.
  • AI augmentation will increase global worker productivity hours to an estimated 6.2 billion hours.

Project management has benefitted from the overall technology lifecycle, either by implementing aspects of it or by being a user of its collaboration outputs. Yet project managers are at the doorstep of being part of the next wave of AI disruption.

What a PM organization must consider is the methods and concepts used in managing past programs and become proactive in shifting to an AI-enabled PM organization. There is no doubt that the role of PMs and our methodology will be augmented with AI-enabled assistance.

PwC identified five areas of AI disruption and decision making in project management:

  1. Business insights: Filter data to gain actionable perceptions
  2. Risk management: Develop the ability to run multiple risk scenarios and outcomes
  3. Human capital: Optimize teams and leverage staff skills or new areas of training
  4. Action-taker: Provide analysis and optimization of schedules and staffing needs
  5. Active assistant: Augment the collection process of information to generate progress reports

To prepare for these changes, project managers should:

  • Invest in data sciences and digital skill sets
  • Create a culture that adopts digital disruption
  • Enable the use of digital tools and approaches to limit manual efforts and drive value-added work.

In order for these changes to emerge, there are a few considerations that may hold one back from the changes—such as organizational readiness, employee skills assessments, and the state of technical tools.

PwC outlines a change approach to assist in the transition that relies on updating project management strategy, leveraging technology investments, integrating digital and AI, and a comprehensive communication plan to generate awareness through adoption by the future project management workforce.

What other approaches have you used—or should be considered—to manage AI disruption in project management?

Reference:

  1. https://www.pwc.com/m1/en/publications/documents/virtual-partnership-artificial-ntelligence-disrupt-project-management-change-role-project-managers-final.pdf
  2. https://writersblocklive.com/blog/technology-in-the-workplace-statistics/

Posted by Peter Tarhanidis on: January 07, 2022 10:00 AM | Permalink

Comments (12)

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avatar
Luis Branco CEO| Business Insight, Consultores de Gestão, Ldª Carcavelos, Lisboa, Portugal
Dear Peter
The theme that brought to our reflection and debate is very interesting.
Thanks for sharing and your opinions.

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Rami Kaibni
Community Champion
Senior Projects Manager | Field & Marten Associates New Westminster, British Columbia, Canada
Great and thought provoking ideas Peter, thank you. I guess the degree to which AI will disprupt Project Management is heavily dependent on the industry itself (IT vs Construction is one example).

avatar
Vishakha Rai Founder| Omsruti India
Good one

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Joseph Russell Partnership Project Manager| FNBO Omaha, Nebraska, United States
One thing I think many PMs will need to consider is that the use of AI and data analytics will help even the playing field for organizational competition. When said organizations have access to the same mountains of data and ways to process it, the thing that will make them stand out and get ahead will be their level of risk tolerance and how well they let their teams take ownership of processes. I see those as the 'pinch points' moving forward.

avatar
Peter Tarhanidis Director | President and CEO | Adjunct | Board Member| Johnson & Johnson | Praxis Advisory | Columbia University Chatham, Nj, United States
Hi Luis, Rami Vishaura, and Joseph,

Thank you for your comments and the important insights on this fast moving capability!

Regards,

Peter

avatar
Kwiyuh Michael Wepngong
Community Champion
Financial Management Specialist | US Peace Corps Yaounde, Centre, Cameroon
Thanks for this

avatar
Shakeel Anwar Bhatti Abu Dhabi, , United Arab Emirates
Great Article.

avatar
Peter Tarhanidis Director | President and CEO | Adjunct | Board Member| Johnson & Johnson | Praxis Advisory | Columbia University Chatham, Nj, United States
Thank you Kwiyuh and Shakeel!

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Stephen Robin Project Analyst Trainee| Ministry of Works and Transport Arima, Ari, Trinidad and Tobago
Great read as I was looking for a blog that covers A.I in
project management. Besides the three areas of technical skills, leadership, and business analysis. Digital acumen and readiness are something project managers would have to acquire in the near future.

avatar
Denathayalan Ramasamy Chief Technology Officer| Atal Incubation Centre -CIIC Chennai, Tamilnadu, India
Good initiative

avatar
Orla Ryan Dublin, Ireland
I am not a fan of the term 'disruption', although I'm speaking to my employers' context there; it isn't a term that would help me get things done ;-) But I agree - project management should be digitalised and PMs need to make the most of their data.

avatar
Amari Zivai Sales Representative| Total Life Changes Michigan, United States
Thank you.

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