Guessing is not a strategy: How to build decision velocity with AI and real-time data
June 10, 2026 | Live Webinar
AI-Based Collective Project Intelligence
| Project management has traditionally been framed as a discipline of individual judgment. Even when supported by cohesive teams, most planning, staffing, and scheduling decisions ultimately flow through one project manager. Recent studies on using swarm intelligence for software project staffing and workforce deployment challenge this assumption by demonstrating how AI-based genetic algorithms using the Particle Swarm Optimization (PSO) method support project decisions in fundamentally different ways. Rather than searching for a single optimal plan, these approaches explore many feasible solutions simultaneously, revealing trade-offs that would be difficult for any single individual to discover. What makes swarm intelligence especially relevant to project management is its collective logic. These methods simulate the behavior of multiple autonomous agents, each exploring the problem space under different constraints and assumptions. In practice, this is closer to convening a roomful of experienced project managers with diverse perspectives. The algorithm does not decide for the manager. It expands the decision space available to them. Project failures are more often driven by overconfidence in a single plan. Swarm-based systems help counter these situations by externalizing judgment. They generate multiple staffing and scheduling alternatives, make skill-task mismatches visible, and allow managers to adjust priorities. The project manager remains accountable for the final choice, but that choice is informed by a richer set of possibilities. This opens an important future direction for project management. As multi-agent systems mature, project managers will increasingly act as orchestrators of intelligent agents rather than sole optimizers of plans. Genetic algorithms and swarm intelligence point toward a model where AI supports how decisions are made, not just what decisions are taken. In a profession defined by uncertainty, complexity, and competing priorities, that shift may prove more valuable than optimization itself. References Hameed, M., Khalid, H., Qamar, U., & Abass, S. K. (2017). Optimizing software project management staffing and workforce deployment processes using swarm intelligence. Proceedings of the Computing Conference 2017, London, UK. IEEE Oyekunle, A. A., Adebayo, O. O., & Afolayan, A. O. (2025). Swarm intelligence for project management and decision sciences. Open Science Journal, 10(1), Article 3708. https://doi.org/10.23954/osj.v10i1.3708 |
Posted on: March 09, 2026 08:00 AM
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AI is Getting Smarter: Two Emerging Project Management Careers
| According to an article published in Scientific American, ChatGPT scored 155 on an IQ test. This has a significant impact on career trajectories, if not employment itself. Although AI technology only has two capabilities, prediction and classification, it is the creative minds of people that continue to drive its development. For those starting their careers or repositioning for the future, two emerging areas are important opportunities. 1) AI Ethics and Governance Manager. As AI is deployed in all areas of organizations, specialists will be needed to oversee how these systems are used and to ensure they operate responsibly. This role includes a review of implementation, ongoing oversight of the process, from data usage to results analysis, and establishing response plans for breaches which could have internal and public implications. These issues can have serious operational, legal, and public-trust implications. Essential skills: learn how AI works, understand the field of explainable AI, and be knowledgeable about business and regulatory aspects of deployment. 2) AI-Driven Change Leader. Beyond becoming pervasive in enterprises, the speed of AI and scale of adoption will accelerate. Any new technology requires successful deployment, but AI will be more disruptive and require more emphasis on managing the change. Implementing AI is a project, so project management skills, combined with a strong understanding of change management processes, are essential for this role. As organizations adopt AI, the most durable career opportunities will center on managing the consequences rather than building the algorithms themselves. Roles focused on AI ethics and governance are essential to ensure responsible deployment, accountability, and trust. At the same time, strong change management capabilities are critical to help organizations manage change and translate AI investments into real value. These are opportunities where human judgment, oversight, and leadership will matter most in an AI-enabled future. |
Posted on: February 23, 2026 08:00 AM
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Three Observations from Using AI in My Business
| As artificial intelligence becomes more accessible, many professionals are experimenting with it in their daily work. Over the past year, I’ve incorporated AI tools into my own (small) business as a complement to how I work. That experience has led to a few important lessons that may be useful for project managers navigating AI adoption. 1) The market is crowded with vendors and questionable claims. Every week seems to bring a new AI product promising dramatic productivity gains or autonomous decision-making. In practice, many of these tools offer incremental value at best. The real benefit comes from a small number of reliable platforms that integrate well into existing workflows. I’ve found that the most effective tools are those that behave less like magic solutions and more like dependable collaborators. These are the tools you need because they consistently support your work. 2) There is a meaningful difference between my own work and AI I write my articles in my own words and use AI the way I use Grammarly or a critical editor to review, challenge, and refine what I’ve already created. When AI generates explanatory paragraphs from scratch, the output is competent, but the voice is noticeably different. Flow, nuance, and intent reflect my lived experience, judgment, and personality, the things that AI does not provide. Prompting for a more academic or conversational tone can change the style, but the substance is still not what I would naturally produce. This distinction matters, especially for project leaders whose credibility depends on clarity and authenticity. 3) AI offerings vary widely in purpose and maturity. Some tools are excellent for summarization, others for analysis, and others for brainstorming or critique. Treating AI as a single capability is a mistake. The value comes from understanding what each tool is good at and applying it intentionally, rather than expecting one system to do everything. Ultimately, using AI effectively is about judgment. The professionals who benefit most will be those who understand their own work deeply enough to decide when AI adds value and when it does not. |
Posted on: February 09, 2026 08:00 AM
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Three Observations as a Researcher of AI in Project Management
As I investigate AI-based solutions to a variety of project issues, I find that my research into new theories often has practical implications. The vast range of project types and sizes makes generalizable solutions difficult. I study machine learning, genetic algorithms, and ethical issues in adopting and using AI. Here are my observations:
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Posted on: January 22, 2026 08:48 AM
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Four Observations as a Teacher of AI in Project Management
| After teaching AI in project management both in the classroom and at conferences, I noticed a few consistent patterns. 1) The first is a lack of awareness about how AI works, what it can do, and how it influences decisions. Overall awareness of AI in general is growing rapidly, including in project management, but awareness doesn’t necessarily equate to understanding. The knowledge deficiency can be addressed by education or formal training and requires a willingness to read, explore, and engage with AI concepts before being directed to use them. 2) The second pattern is the belief that AI is a turnkey solution. In reality, applying AI is a long-term and ongoing process. Implementation requires people to understand the data, choose an appropriate method, and, most importantly, interpret results before making a decision. What I increasingly see is project software algorithms presenting optimized outputs, and project managers accepting them without question. When optimization is treated as an answer rather than an input to decision-making, human judgment quietly disappears. 3) Another clear divide is generational. Many experienced project managers are slowly and cautiously adapting to AI and large language models (LLMs) like ChatGPT. Meanwhile, nearly all my students already use them daily. This isn’t a criticism of either group, but an observation of a real gap in comfort, fluency, and expectations. The gap matters because AI is quickly becoming part of the project professional baseline. 4) The final pattern is the most encouraging. Once people are exposed to AI through a course or a conference session, excitement replaces anxiety. Participants are no longer discouraged. Instead, they feel empowered and leave the sessions with a sense that they’re better prepared for the future of project management. Teaching AI hasn’t convinced me that technology will solve our problems. It has, however, convinced me that education is a powerful force that can help people navigate the significant change that AI is bringing. |
Posted on: January 15, 2026 09:10 AM
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