Project Manager | Driving Clean Energy Innovations for a Sustainable Future| Canadian Nuclear Laboratories Ontario, Canada
AI is showing up everywhere in project management—helping with planning, decisions, risk, and even communication. Some say it’s a total game-changer, making things faster and smarter. Others think it’s just another tool, useful but not really replacing human judgment.
What do you think? Is AI really shaking things up, or is it just a trend?
Great question Zakaria, I think AI is going to have an impact in certain areas in the long run. It will be effective in administrative activities and other non-value added stuff, where a project leader can delegate to AI agents and gain some time back. It seems far fetched to me that AI can be effective in reading between the lines - understanding context, emotions and motivations interpersonal situations (conflicts, influencing etc.) Only a project leader can make all the difference in the soft stuff and I believe that is the exciting part - working with teams, collaborating, inspiring and problem solving etc. Johanna Rothman's article A Contrarian's Perspective to Using AI in Project Management resonated with me regarding the impact of AI. Saving Changes...
Senior Projects Manager | Field & Marten AssociatesNew Westminster, British Columbia, Canada
Zakaria, AI isn’t just a trend, it’s the future, and I see it as a game-changer.
However, project management is as much about people and strategy as it is about data. AI can’t replace human judgment when it comes to stakeholder management, ethical decision-making, or tackling unforeseen challenges. Instead of making project managers obsolete, AI is enhancing their effectiveness by improving efficiency and decision support.
Perhaps the biggest question is if what we call AI at this point is really what could cause real disruption in project management. From my perspective it's a useful tool but it's still far from replacing human judgement. What it really does is a better interpretation of requests and the ability to get the most likely information available in databases, it's basically an enhanced search engine with better algorithms capable of processing the information according to the user's requests. The capabilities of AI go beyond that of course, but we still aren't there yet. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
We are using AI in project management from more than 30 years ago. Most of the times we are not aware on that. I can say that because I worked in the top companies which creates products and services related to portfolio/program/project management. The break was when the new model of generative AI was published in 2017. From that time, we need to undestand that portfolio/program/project manager roles, between others, "are dead" as they are defined originally. Related to generative AI the PMI has published great courses you can do for free. I think that when those courses are done you will find the new era for those roles to be performed. Saving Changes...
AI is definitely transforming project management by improving efficiency and decision-making, but it’s not a complete replacement for human judgment. It’s a powerful tool that enhances planning, risk management, and communication, but success still depends on human expertise and leadership. The key is finding the right balance between AI and human insight! Saving Changes...
Right now, GenAI (Narrow AI) is a little bit of both - potential game changer and hype, with the needle moving toward game changer for some more than others. I'm guilty of complaining about the hype, largely because of people describing General AI and Superintelligence (neither of which exists) when talking about what their Narrow AI offering can do.
I get it, hype is important, even though it is annoying. If we don't push the limits on what it can do, we'll never figure out what the best use cases are and where it doesn't make sense. There is a pattern called the "Gartner Hype Cycle" that looks something like the following:
1. Innovation trigger
2. Peak of Inflated Expectations
3. Trough of Disillusionment
4. Slope of Enlightenment
5. Plateau of Productivity
Some real world examples of this cycle that have seen varying levels of success are Agile project/product management, cloud computing, and electric vehicles. There are failures, as well, but that's not my point. Narrow AI/GenAI could probably be considered mainstream, at this point, but we're still figuring out the best applications for it.
Looking back on how some things have played out in the past, there will likely be companies who eliminate PM positions, thinking AI can replace them, only to find that they still need people to make sure things get done. Maybe they can get by with fewer people and AI tools play a larger role in their day-to-day work. But, if 20+ years of managing projects has taught me anything, it's that adoption is never absolute, especially across businesses and industries. There will be companies that lean into AI, and companies that lean away from it.
As PMs, I think it's in our best interest to figure out when, where, and how AI tools will be most helpful for us and our projects. I also think that will look different at different companies. We should also consider more than just PM tools. We've got security, infrastructure monitoring, SEO, and merchandising tools that now have AI features built into them that sometimes affect the scope of our projects. We've been talking about a data warehouse for a while and have found AI-based data modeling tools that will initially be helpful for the developers when building reports for the business. I'm hoping this will eventually evolve into (affordable) tools that will help the business create their own no code data models and dashboards. The potential is there. I think the real game changing will be in business operations and decision-making more than day-to-day project management work.
...
2 replies by Wellinghton Pereira Barboza and Zakaria Botros
Feb 25, 2025 5:31 PM
Wellinghton Pereira Barboza
...
Aaron, the adoption of AI at the strategic level is precisely where I have the most doubts. I've noticed that senior leadership, in many cases, has little to no affinity with AI—whether due to a lack of understanding of its true potential or a resistance to change. Today, most AI adoption is still concentrated at the operational level and, at best, the tactical level.
I have yet to see many organizations, aside from those in the tech sector, where AI has been widely implemented across all levels—strategic, tactical, and operational—with structured training and real integration into business decision-making.
I still believe that AI has the potential to fundamentally transform the way we make decisions. But until that potential translates into tangible impacts on strategic management, the big question remains: are we truly improving, or are we just caught up in the hype?
Feb 26, 2025 11:36 AM
Zakaria Botros
...
Great points.
The hype cycle definitely applies here. Do you think we’re still at the Peak of Inflated Expectations, or are we already moving into the Trough of Disillusionment?
Zakaria, I believe we are already seeing the impact of AI in our profession. Even PMI is actively promoting this technology, which shows that the change is here to stay. However, my concern goes beyond the hype.
The real question isn’t if we are using AI, but how we are leveraging it to truly improve project management. Is AI actually making us better project managers? Or are we still facing the same old challenges—scope creep, cost and schedule overruns, and benefits that never materialize?
Technology can be a powerful enabler, but if we don’t refine our approach, we’ll simply be automating inefficiencies.
Right now, GenAI (Narrow AI) is a little bit of both - potential game changer and hype, with the needle moving toward game changer for some more than others. I'm guilty of complaining about the hype, largely because of people describing General AI and Superintelligence (neither of which exists) when talking about what their Narrow AI offering can do.
I get it, hype is important, even though it is annoying. If we don't push the limits on what it can do, we'll never figure out what the best use cases are and where it doesn't make sense. There is a pattern called the "Gartner Hype Cycle" that looks something like the following:
1. Innovation trigger
2. Peak of Inflated Expectations
3. Trough of Disillusionment
4. Slope of Enlightenment
5. Plateau of Productivity
Some real world examples of this cycle that have seen varying levels of success are Agile project/product management, cloud computing, and electric vehicles. There are failures, as well, but that's not my point. Narrow AI/GenAI could probably be considered mainstream, at this point, but we're still figuring out the best applications for it.
Looking back on how some things have played out in the past, there will likely be companies who eliminate PM positions, thinking AI can replace them, only to find that they still need people to make sure things get done. Maybe they can get by with fewer people and AI tools play a larger role in their day-to-day work. But, if 20+ years of managing projects has taught me anything, it's that adoption is never absolute, especially across businesses and industries. There will be companies that lean into AI, and companies that lean away from it.
As PMs, I think it's in our best interest to figure out when, where, and how AI tools will be most helpful for us and our projects. I also think that will look different at different companies. We should also consider more than just PM tools. We've got security, infrastructure monitoring, SEO, and merchandising tools that now have AI features built into them that sometimes affect the scope of our projects. We've been talking about a data warehouse for a while and have found AI-based data modeling tools that will initially be helpful for the developers when building reports for the business. I'm hoping this will eventually evolve into (affordable) tools that will help the business create their own no code data models and dashboards. The potential is there. I think the real game changing will be in business operations and decision-making more than day-to-day project management work.
Aaron, the adoption of AI at the strategic level is precisely where I have the most doubts. I've noticed that senior leadership, in many cases, has little to no affinity with AI—whether due to a lack of understanding of its true potential or a resistance to change. Today, most AI adoption is still concentrated at the operational level and, at best, the tactical level.
I have yet to see many organizations, aside from those in the tech sector, where AI has been widely implemented across all levels—strategic, tactical, and operational—with structured training and real integration into business decision-making.
I still believe that AI has the potential to fundamentally transform the way we make decisions. But until that potential translates into tangible impacts on strategic management, the big question remains: are we truly improving, or are we just caught up in the hype?
...
1 reply by Aaron Porter
Feb 26, 2025 9:10 AM
Aaron Porter
...
Wellington, if you'll notice in the examples of where my company is using AI, today, we did not choose these tools because they had AI capabilities. They did not have them before we started using them, but they're introducing new features. Just yesterday, I attended a New Relic conference where they introduced new AI functionality that will be helpful for developers and engineers. Yes, there was some hype, but a little enthusiasm is not a bad thing if it is based in reality. As consumers, we'll decide if the features are useful for us and worth the additional costs, if there are any.
As I mentioned, we're starting to look into AI-driven data modeling and reporting tools; not seriously, just exploring. I haven't done enough research in this area, yet, to be able to say how close these tools are to being able to support strategic decision-making, but they're moving in that direction. My past experience tells me to expect more movement in that direction. There are reporting tools, today, integrating with Copilot, Gemini, and other GenAI/Narrow AI. In the not too distant future, leadership may not have to go out of their way for AI tools that can safely and securely integrate with company data; AI is getting packaged into tools we already have (Adoption is a separate question. One of the tools we use has AI features, for an additional fee. It might be helpful for three people, but we'd have to license it for everyone, so it's not happening). Like the other examples I gave of things that have had success in the hype cycle, AI is finding its way. It will settle in some areas, adoption will likely flounder in some areas, and it will support innovations in others. This is just a forecast, not a sales pitch. If I was just posting an article on the potential benefits of AI and how it will change the world of strategic decision-making, I think that would be hype. A conversation on patterns, signals, and where it looks like things may be heading, however, is important. It is possible to find value on accident, but if you can define your own vision of what is possible and helpful in realizing value, you are more likely to recognize the things that will help you get there. Making the question binary - are we truly improving, or are we just caught up in the hype - creates a false dilemma for a situation where those aren't the only options.
Aaron, the adoption of AI at the strategic level is precisely where I have the most doubts. I've noticed that senior leadership, in many cases, has little to no affinity with AI—whether due to a lack of understanding of its true potential or a resistance to change. Today, most AI adoption is still concentrated at the operational level and, at best, the tactical level.
I have yet to see many organizations, aside from those in the tech sector, where AI has been widely implemented across all levels—strategic, tactical, and operational—with structured training and real integration into business decision-making.
I still believe that AI has the potential to fundamentally transform the way we make decisions. But until that potential translates into tangible impacts on strategic management, the big question remains: are we truly improving, or are we just caught up in the hype?
Wellington, if you'll notice in the examples of where my company is using AI, today, we did not choose these tools because they had AI capabilities. They did not have them before we started using them, but they're introducing new features. Just yesterday, I attended a New Relic conference where they introduced new AI functionality that will be helpful for developers and engineers. Yes, there was some hype, but a little enthusiasm is not a bad thing if it is based in reality. As consumers, we'll decide if the features are useful for us and worth the additional costs, if there are any.
As I mentioned, we're starting to look into AI-driven data modeling and reporting tools; not seriously, just exploring. I haven't done enough research in this area, yet, to be able to say how close these tools are to being able to support strategic decision-making, but they're moving in that direction. My past experience tells me to expect more movement in that direction. There are reporting tools, today, integrating with Copilot, Gemini, and other GenAI/Narrow AI. In the not too distant future, leadership may not have to go out of their way for AI tools that can safely and securely integrate with company data; AI is getting packaged into tools we already have (Adoption is a separate question. One of the tools we use has AI features, for an additional fee. It might be helpful for three people, but we'd have to license it for everyone, so it's not happening). Like the other examples I gave of things that have had success in the hype cycle, AI is finding its way. It will settle in some areas, adoption will likely flounder in some areas, and it will support innovations in others. This is just a forecast, not a sales pitch. If I was just posting an article on the potential benefits of AI and how it will change the world of strategic decision-making, I think that would be hype. A conversation on patterns, signals, and where it looks like things may be heading, however, is important. It is possible to find value on accident, but if you can define your own vision of what is possible and helpful in realizing value, you are more likely to recognize the things that will help you get there. Making the question binary - are we truly improving, or are we just caught up in the hype - creates a false dilemma for a situation where those aren't the only options. Saving Changes...
Project Manager | Driving Clean Energy Innovations for a Sustainable Future| Canadian Nuclear Laboratories Ontario, Canada
Feb 25, 2025 11:20 AM
Replying to Aaron Porter
...
Right now, GenAI (Narrow AI) is a little bit of both - potential game changer and hype, with the needle moving toward game changer for some more than others. I'm guilty of complaining about the hype, largely because of people describing General AI and Superintelligence (neither of which exists) when talking about what their Narrow AI offering can do.
I get it, hype is important, even though it is annoying. If we don't push the limits on what it can do, we'll never figure out what the best use cases are and where it doesn't make sense. There is a pattern called the "Gartner Hype Cycle" that looks something like the following:
1. Innovation trigger
2. Peak of Inflated Expectations
3. Trough of Disillusionment
4. Slope of Enlightenment
5. Plateau of Productivity
Some real world examples of this cycle that have seen varying levels of success are Agile project/product management, cloud computing, and electric vehicles. There are failures, as well, but that's not my point. Narrow AI/GenAI could probably be considered mainstream, at this point, but we're still figuring out the best applications for it.
Looking back on how some things have played out in the past, there will likely be companies who eliminate PM positions, thinking AI can replace them, only to find that they still need people to make sure things get done. Maybe they can get by with fewer people and AI tools play a larger role in their day-to-day work. But, if 20+ years of managing projects has taught me anything, it's that adoption is never absolute, especially across businesses and industries. There will be companies that lean into AI, and companies that lean away from it.
As PMs, I think it's in our best interest to figure out when, where, and how AI tools will be most helpful for us and our projects. I also think that will look different at different companies. We should also consider more than just PM tools. We've got security, infrastructure monitoring, SEO, and merchandising tools that now have AI features built into them that sometimes affect the scope of our projects. We've been talking about a data warehouse for a while and have found AI-based data modeling tools that will initially be helpful for the developers when building reports for the business. I'm hoping this will eventually evolve into (affordable) tools that will help the business create their own no code data models and dashboards. The potential is there. I think the real game changing will be in business operations and decision-making more than day-to-day project management work.
Great points.
The hype cycle definitely applies here. Do you think we’re still at the Peak of Inflated Expectations, or are we already moving into the Trough of Disillusionment?
...
1 reply by Aaron Porter
Feb 26, 2025 4:00 PM
Aaron Porter
...
Honestly, you could probably argue we are in both, or all of them, and without analyzing too deeply, I see two reasons for this.
The first is that, collectively, we are not all on the same page - we don't, collectively, share a common understanding of what AI is or its limitations. Let me use agile as an example. Twenty years ago, people were trying to figure out where to best apply Scrum while some sales people said agile can solve all your delivery problems. The same questions and sales pitches existed ten years ago, while other voices were starting to publicly question its value. In 2014 Dave Thomas authored "Agile is Dead", but at the same time the adoption of scaled agile approaches was starting to accelerate. Ten+ years later, you can still find current articles about both (although SAFe has been getting its share of hate in recent years - it's not Agile!, according to some). There are companies laying off agile coaches and abandoning agile while other companies are adopting it for the first time, and yet others are customizing their own hybrid approaches in search of the best way to deliver quality and value quickly and consistently (same boat, different oars).
The second side to this, and maybe a contributing factor to the first, is that there is more than one application for AI and these applications are at different stages of development. At its core, Narrow AI may have a similar type of application across industries and processes, but some applications are less mature and have the potential for more innovation while others are settling in and some people are getting tired of the sales pitch.
IMO, the Trough of Disillusionment is most likely to occur when we accept the hype instead of trying to figure out for ourselves what is both possible and relevant for our situation, and the object in question doesn't live up to expectations. This can be difficult to avoid when it takes time for there to be enough easily accessible accurate information to make informed decisions. One of the factors that drives us to the Trough of Disillusionment is the desire for fast answers and the next big thing that's going to give us competitive advantage, especially when the loudest and easiest to find voices are sales people convincing us what they're selling will solve problems we didn't know we had.
I think I'm starting to ramble. Hopefully this makes sense.
"We cling to our own point of view, as though everything depended on it. Yet our opinions have no permanence; like autumn and winter, they gradually pass away."
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