It really depends on the focus of the AI tools. If they are specifically aimed at improving compliance with standards or on enabling governance activities (e.g. analysis, spot checks, reporting) then there would be a change in how those activities are done and potentially a shift in where the folks who work in those areas focus.
On the other hand, if the AI tools are being used to improve PM effectiveness through decision support or efficiency by automating report production or facilitating communications there wouldn't necessarily be a change in governance.
I would also think that there could be an increase in governance required to address the ethical & safety considerations of AI - namely, checking to make sure someone is vetting input data, AI models and output results in accordance with the AI tool guardrails the organization has defined.
Kiron Saving Changes...
Markus KopkoAI Enabler for Project & Program Mgmt | Founder PMotion.ai / The PM
AI Coach| PMotion.aiHamburg, Hamburg, Germany
Hi Nadia,
In my experience as a Project- and Program Manager, incorporating Artificial Intelligence within our vertical's operations would necessitate a strategic evolution in our governance framework. Allow me to delineate how I envision this transformation:
Firstly, data governance would be paramount. My approach would be to establish a stringent data management protocol, ensuring the veracity and security of the data informing AI systems. That is critical because the intelligence and reliability of AI outputs are directly proportional to the quality of the input data.
Secondly, I cannot overstate the importance of change management. Integrating AI tools redefines project dynamics and necessitates a holistic strategy to manage this change. Part of my governance focus would be to create comprehensive training modules to bring our workforce up to speed with these technological shifts.
Monitoring and oversight of AI would form a core component of my governance strategy. I would institute a governance committee that oversees AI performance, ensuring that AI-driven decisions are auditable and aligned with our predetermined KPIs.
Risk management would also transform. I would proactively reevaluate the risk profiles to include AI-specific contingencies, such as algorithmic bias or data privacy concerns. That would involve revising our risk mitigation strategies to account for the nuances introduced by AI technologies.
The ethical deployment of AI would be a non-negotiable aspect of our governance. It is imperative to me that AI tools are leveraged in a manner that is congruent with our corporate ethics and broader societal values. That would mean formulating guidelines that ensure transparency and fairness in AI-driven processes.
Lastly, ensuring that AI is not just a technological initiative but a strategic enabler would be essential. The governance mechanisms I would introduce are designed to confirm that AI initiatives are in lockstep with our overarching business objectives, driving substantial value and innovation across our projects.
In essence, integrating AI into our project and program management practices is not merely a technological upgrade—it is a strategic enabler that, when governed correctly, will significantly elevate our operational efficacy and competitive advantage.
