Mohammed AshourLeasing Supervisor| Dar Alshuwaikh Real Estate CompanyShuwaikh Industrial Area, Kuwait
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Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
AI is a board term. We are using AI tools in project management from more than 30 years ago. Sometimes without notice that. Saving Changes...
SANTOSH BADGUJARCHIEF OPERATING OFFICER| Accumax Lab DevicesAhmedabad, Gujarat, India
This is one of the defining organizational questions for PMOs right now. The short answer is: PMOs don't need to choose between specialist expertise and generalist AI capability—they need to redefine what specialist expertise means in an AI-augmented environment.
From my perspective as a COO managing operations in a manufacturing context, the value of specialized PM expertise has never been purely technical. The real differentiation lies in contextual judgment: understanding which risks matter in your industry, how to read stakeholder dynamics, when to escalate, and how to structure governance in complex regulatory environments. These are capabilities that generalist AI tools cannot replicate reliably.
What AI can do is absorb the routine cognitive overhead: status synthesis, meeting summaries, dependency tracking, risk categorization. This frees PM specialists to focus on the judgment-intensive work—stakeholder negotiation, ambiguity resolution, strategic alignment.
For PMOs specifically, I'd suggest the balance looks like: 1. Identify which PM functions are genuinely judgment-dependent vs. process-dependent 2. Deploy AI aggressively on process-dependent functions to increase throughput 3. Reinvest the time savings into developing deeper domain and contextual expertise among your specialists 4. Build AI governance frameworks within the PMO so tools are used consistently and with appropriate oversight
The PMOs that will thrive are those that use AI to become more expert, not less. Saving Changes...
SANTOSH BADGUJARCHIEF OPERATING OFFICER| Accumax Lab DevicesAhmedabad, Gujarat, India
From a COO perspective managing lab device manufacturing, we've found the PMO needs both — but in different roles. AI tools excel at status tracking, risk flagging, and document generation, but they can't replicate the contextual judgment a seasoned PM brings to stakeholder negotiations or scope trade-off decisions. Our approach: let AI handle the administrative burden so our PMs can focus on high-judgment work. The PMO's value proposition has shifted from information management to decision facilitation. Specialized PM expertise becomes more critical, not less, as AI raises the baseline of everyone else. Saving Changes...
Luis BrancoCEO| Business Insight, Consultores de Gestão, LdªCarcavelos, Lisboa, Portugal
Generalist AI tools will likely increase the value of strong PM expertise, not replace it.
AI can accelerate information, reporting, analysis, and coordination. But projects still depend on judgment, stakeholder navigation, governance, trade-offs, and contextual decision-making.
The real challenge for PMOs is not balancing “humans versus AI”.
It is ensuring that faster information does not create poorer decisions.
The PMOs that will create the most value are those that combine:
• AI for speed and scale, • Experienced PM professionals for integration, coherence, accountability, and responsible decision-making.
AI may automate many activities.
But organizational coherence and decision quality remain deeply human responsibilities. Saving Changes...
