AI is a generalized word. We have to be sure what we want to achieve from the use. There are AI tools for different tasks. Clarity and intended result expected should always be considered. Saving Changes...
When someone says, “We should use AI,” they’re not giving you a requirement; they’re giving you a signal. From a PMI perspective, your role is to translate that into value by first asking what problem we’re actually trying to solve.. If the outcome isn’t clear, the solution shouldn’t be either. From there, identify the real need (automation, augmentation, insights, or user interaction), validate whether the necessary data actually exists and is usable, and define success in measurable terms. Only after assessing feasibility, technical, organizational, and governance constraints, should scope be defined. And in some cases, the right answer is not to use AI at all.
Well said. “Use AI” is a direction, not a requirement. The real work is understanding the problem, the expected outcome, and the value to be delivered. Only after validating the need, data readiness, feasibility, and success measures should we determine whether AI is the right solution—or whether a simpler alternative achieves the objective more effectively. Saving Changes...
When someone says, “we should use AI,” I first clarify the underlying business objective, specific problem, and desired outcomes. I then assess whether AI is the most appropriate solution by evaluating feasibility, data availability, costs, risks, and success metrics. This ensures AI adoption is purposeful, measurable, and aligned with organizational goals. Saving Changes...
When someone said we should use AI, I interpreted that as using a computer-generated system to improve a certain aspect of the project where human effort will take a longer time to resolve. AI will help to interprete the inpute data, analyse, and give outcome in less time than human efforts. Saving Changes...
When someone says “we should use AI,” the conversation is rarely about technology itself. It is usually about pressure for speed, efficiency, innovation, or competitive leverage. The first step is to clarify intent.
Three signals help distinguish what is really being asked.
First, decision proximity. Is AI automating a task, augmenting human judgment, or moving toward managing objectives autonomously? These are fundamentally different categories of work. The closer AI gets to consequential decisions, the stronger the need for governance, traceability, and explicit oversight.
Second, problem clarity. Is there a clearly defined business problem with measurable impact, or is AI being treated as the starting point? When the solution precedes the problem, misalignment and inflated expectations follow.
Third, accountability design. Who owns the outcome if an AI-driven recommendation fails? When responsibility becomes diffuse, risk scales faster than performance.
In many organizations, “AI” simultaneously means efficiency, experimentation, and cost reduction to different stakeholders. Misalignment becomes visible when decision flows and ownership are unclear. A common tipping point is when stakeholders use the same word “AI” but describe different success metrics.
The real shift is not from manual to automated. It is from “man in the loop” to “man in control.” Without deliberate design of responsibility, capability increases while accountability erodes.
Clarity of purpose, category of AI work, and ownership separates disciplined transformation from technological noise.
The PMP® certification can significantly enhance my career by strengthening my project management knowledge and validating my ability to lead projects effectively. It equips me with internationally recognized best practices in planning, execution, risk management, stakeholder engagement, and project delivery. Earning the PMP® also demonstrates professionalism and commitment to continuous learning, which can increase my credibility and open opportunities for leadership roles. In my career journey as an engineer involved in infrastructure and development projects, the PMP® will help me manage projects more efficiently, improve decision-making, and deliver successful outcomes within scope, time, and budget. It will also expand my professional network and increase my competitiveness in both local and international organizations, contributing to long-term career growth and advancement. Saving Changes...
PO-AN HSIEHProject Manager| Timing International Co.Taipei, Neihu, Taiwan
When someone says ‘we should use AI,’ I start by asking: what problem are we trying to solve, and what outcome do we expect? Only then can we decide if AI is the right tool and how it should be applied. Saving Changes...
During some discussions with my colleagues at work, I noticed that artificial intelligence has entered all fields and plays an important role in reducing time, opening new horizons for thinking, and developing at an amazing pace, with the emergence of many programs that help in work, taking into account that we are the ones who introduce it into the system to suit our needs, as it is considered one of the most important technological assets now and is indispensable. Saving Changes...
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