Publications Manager| PMIShawnee, Ks, United States
AI is rapidly transforming the way work gets done, and PMOs, TMOs, and project professionals are in a unique position to lead this change. PMI’s new guide, Leading AI Transformation: Organizational Strategies for Project Professionals, offers practical strategies for driving AI adoption across your organization.
Checkout the guide and share your experiences with AI in the workplace in the comments below:
-How is your organization approaching AI adoption?
-What role are you playing in that transformation?
-What challenges are you facing, and how are you overcoming them?
-After reading the guide, what insights stand out to you? Saving Changes...
Sanjay SinghProject Manager / Business Process Improvement GuruMaharashtra, India
Julie,
AI’s transformative potential is undeniable, and at my consulting firm, we’re actively helping organizations navigate this shift by embedding AI into strategic operations and project delivery. PMI’s guide, 'Leading AI Transformation', resonates strongly with our work particularly its emphasis on aligning AI adoption with business outcomes and change management.
To answer your questions:
1. Our Approach to AI Adoption: We partner with clients to tailor AI integration based on their maturity level, focusing on quick wins (e.g., automating repetitive tasks) while building long-term capabilities (e.g., predictive analytics for project risk management).
2. Our Role: As strategy consultants, we act as translators-bridging the gap between technical AI potential and practical execution, ensuring PMOs/TMOs lead with governance frameworks and measurable ROI.
3. Key Challenges: Resistance to change and data fragmentation are common hurdles. We address these by co-creating roadmaps with stakeholders and piloting use cases to demonstrate value early.
4. Guide Takeaways: The 'Human-Centered AI' section stood out success hinges on upskilling teams and fostering trust in AI-driven decisions.
Sanjay
...
1 reply by Julie Hardison
Apr 22, 2025 10:01 AM
Julie Hardison
...
Hi Sanjay,
I'm glad the guide is resonating. Sounds like you're approaching AI transformation in a smart way!
We're leveraging AI where it makes sense but don't have an AI strategy and won't be pursuing a formal transformation. Those of us on the leadership team are responsible for improving efficiency in each of our areas. We allow/encourage our teams to use GenAI, where it makes sense as long as they're not feeding it proprietary information.
Adding AI into the mix is just part of the new reality. But, we're not adding AI for the sake of adding AI. For example, the company uses ClickUp, but only a few people would benefit from the AI features in it; it's not worth the additional cost of licensing it for everyone. On the other hand, I'm considering moving IT off of ClickUp and onto Jira (we're small enough to be able to use it for free) so that we can use that budget to license AI-enhanced code review tools that integrate with our tech stack. Other tools we already use have introduced AI features at no additional cost.
It is likely that, as we look into replacing older tools, whether the replacement has AI features (that we would benefit from) may become a selection criteria. Cost will also be a factor we consider. One question floating at the back of my mind is "How many different AI tools do we need?"
...
1 reply by Julie Hardison
Apr 22, 2025 10:05 AM
Julie Hardison
...
Hi Aaron,
Thanks for these comments. I agree that one of the biggest challenges is figuring out how to use AI tools appropriately! I recently asked my favorite LLM to tell me how I could leverage AI in ways I haven't already been doing. The answers were amazing. Some of them were un-realistic, but definitely some good starting points to pursue.
Saving Changes...
Abd Elghani RahimEngineering Projects Coordinator| Smiths InterconnectQuebec, Canada
different context here: Few years ago, we were a start-up company, merged/acquired by a group with group policies, navigating AI adoption in our daily work where our business unit site is delivery a cutting edge technology is very challenging. We don't even know what we have access to as AI tools nor the policies.
I need to find out, but with my daily workload, it'll be a journey. The good news, I really want to be the champion on site to lead this endeavor. Stay tuned!!
...
1 reply by Julie Hardison
Apr 25, 2025 2:43 PM
Julie Hardison
...
M&A definitely can add a complicating layer! Hopefully you'll be able to join forces with colleagues in leading the transformation!
Publications Manager| PMIShawnee, Ks, United States
Apr 16, 2025 8:39 AM
Replying to Sanjay Singh
...
Julie,
AI’s transformative potential is undeniable, and at my consulting firm, we’re actively helping organizations navigate this shift by embedding AI into strategic operations and project delivery. PMI’s guide, 'Leading AI Transformation', resonates strongly with our work particularly its emphasis on aligning AI adoption with business outcomes and change management.
To answer your questions:
1. Our Approach to AI Adoption: We partner with clients to tailor AI integration based on their maturity level, focusing on quick wins (e.g., automating repetitive tasks) while building long-term capabilities (e.g., predictive analytics for project risk management).
2. Our Role: As strategy consultants, we act as translators-bridging the gap between technical AI potential and practical execution, ensuring PMOs/TMOs lead with governance frameworks and measurable ROI.
3. Key Challenges: Resistance to change and data fragmentation are common hurdles. We address these by co-creating roadmaps with stakeholders and piloting use cases to demonstrate value early.
4. Guide Takeaways: The 'Human-Centered AI' section stood out success hinges on upskilling teams and fostering trust in AI-driven decisions.
Sanjay
Hi Sanjay,
I'm glad the guide is resonating. Sounds like you're approaching AI transformation in a smart way! Saving Changes...
Publications Manager| PMIShawnee, Ks, United States
Apr 16, 2025 10:56 AM
Replying to Aaron Porter
...
We're leveraging AI where it makes sense but don't have an AI strategy and won't be pursuing a formal transformation. Those of us on the leadership team are responsible for improving efficiency in each of our areas. We allow/encourage our teams to use GenAI, where it makes sense as long as they're not feeding it proprietary information.
Adding AI into the mix is just part of the new reality. But, we're not adding AI for the sake of adding AI. For example, the company uses ClickUp, but only a few people would benefit from the AI features in it; it's not worth the additional cost of licensing it for everyone. On the other hand, I'm considering moving IT off of ClickUp and onto Jira (we're small enough to be able to use it for free) so that we can use that budget to license AI-enhanced code review tools that integrate with our tech stack. Other tools we already use have introduced AI features at no additional cost.
It is likely that, as we look into replacing older tools, whether the replacement has AI features (that we would benefit from) may become a selection criteria. Cost will also be a factor we consider. One question floating at the back of my mind is "How many different AI tools do we need?"
Hi Aaron,
Thanks for these comments. I agree that one of the biggest challenges is figuring out how to use AI tools appropriately! I recently asked my favorite LLM to tell me how I could leverage AI in ways I haven't already been doing. The answers were amazing. Some of them were un-realistic, but definitely some good starting points to pursue. Saving Changes...
Luis BrancoCEO| Business Insight, Consultores de Gestão, LdªCarcavelos, Lisboa, Portugal
Our organization is a consulting and training firm, and although relatively small, this agility gives us a real advantage when it comes to AI adoption.
We have been deeply exploring the intersection of Agility and Artificial Intelligence through a recent series entitled “Agilidade + IA: 17 Reflexões para Liderar o Futuro” (“Agility + AI: 17 Reflections to Lead the Future”) — a journey that showed how successful AI adoption is less about tools and more about transforming mindsets, leadership, and culture.
Our approach places cultural readiness at the heart of AI transformation.
Before adopting tools, we focus on preparing our people — fostering cognitive agility, emotional intelligence, ethical awareness, and collaboration.
We treat culture as the “source code” of the organization.
Throughout this journey, we have explored:
- Cognitive Agility
- Augmented Leadership
- Real-time Lessons Learned
- Psychological Safety
- The Innovation Zone
- The Collective Journey into the Future
These are not just buzzwords — they are pillars of meaningful, human-centered transformation.
In client organizations (including large enterprises), we act as catalysts for change, helping PMOs and transformation leaders align their strategic goals with agile AI capabilities.
The biggest challenges?
Resistance, uncertainty, and a lack of clarity.
We overcome these through deep dialogue, safe experimentation, and purposeful learning loops.
PMI’s “Leading AI Transformation” guide deeply resonates with our philosophy — especially its emphasis on ethical use, strategic alignment, and the leadership role of project professionals.
We see AI not as a replacement, but as an augmenter of human potential.
That’s the real opportunity — and responsibility — ahead of us.
I’d love to hear from others: how are you preparing your organization culturally for AI?
...
1 reply by Julie Hardison
Apr 25, 2025 2:44 PM
Julie Hardison
...
Luis,
Thank you for contributing. The human aspect is sooooo important! The company culture will definitely impact how successful AI adoption is.
Monica ConwaySenior Project ManagerCT, United States
I’m looking to bring in the utilization of PMI Infinity into my organization and we have an Information Security process that I’m going through to allow internal data to be input to the PMI AI Infinity site/templates. My InfoSec team is requesting to contact an individual at PMI who can assist with answering some questions, someone in sales/account management/product/support. I have been unsuccessful in getting a contact at PMI so I’m wondering if you have any contacts or suggestions for me?
Thank you!
...
1 reply by Julie Hardison
Apr 25, 2025 2:46 PM
Julie Hardison
...
Hi Monica,
I'll see if I can find a contact for you. Can you please email me at [email protected] so I can contact you directly? Thanks.
Program Manager, PPM&PMO Specialist.| Coppel, Mexico.Culiacán, Sinaloa, Mexico
Hi everyone, that's a good question. In my company, we created a exclusive chatbot for the area (but it's not really promoted the use). We also have Google's Gemini and we are testing it for fixes and tests. I think we can do more, but these are our first steps with AI
...
1 reply by Julie Hardison
Apr 25, 2025 2:45 PM
Julie Hardison
...
Hi Francisco,
It sounds like you've taken a good first step! Have people been trained in the chatbot's capabilities? That might help encourage adoption and give you a quick win. :)
Publications Manager| PMIShawnee, Ks, United States
Apr 19, 2025 12:30 AM
Replying to Abd Elghani Rahim
...
different context here: Few years ago, we were a start-up company, merged/acquired by a group with group policies, navigating AI adoption in our daily work where our business unit site is delivery a cutting edge technology is very challenging. We don't even know what we have access to as AI tools nor the policies.
I need to find out, but with my daily workload, it'll be a journey. The good news, I really want to be the champion on site to lead this endeavor. Stay tuned!!
M&A definitely can add a complicating layer! Hopefully you'll be able to join forces with colleagues in leading the transformation! Saving Changes...
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