M.O.R.E and Gen AI for Project Management.

Artificial Intelligence Organizational Project Management Sustainability

Wissam Al Zahab Senior Consultant

Dear All Professionals;

Recently I have successfully completed several PMI courses on M.O.R.E and Gen AI for Project Management. I am very impressed with the information and knowledge gained and I would like to share with you several notes and challenges seeking your professional comments and ideas:

1-While focusing on the Project Manger role solely to drive M.O.R.E. Values, there is a need to clarify the Program Manager and Portfolio Manager roles as well. It is very common (especially in construction industry) to have the Project Manager complaining: Why I need to do others' job? I don't have time to do something and someone else will take the credit for! It is not my responsibilty! Therefore, defining the boundaries, interaction and contribution for each level is critical to flex the triple contraint for value to the organization.

2-According to PMI, less than 15% of Project Sponsors, Executives and PMO Leaders are willing to adopt M.O.R.E. approach, this highlights the importance of Project, Program and Portfolio professional to spread the awareness and perform trade-off analysis to convince them in addition to the PMI professional community awareness globally to move up the maturity curve.

3-The intensive use of generative artificial intelligence Gen AI in Project Management does not align with System Thinking for ESG especially the environmental part. Despite the Gen AI improve on the project outcomes is sort of automated tasks (such as genrating reports and summarizing) , Assistance (such as Analysis and Plans development) and Augmentation (such as busness cases, Lessons Learned and decision making support, Generative AI heavily impacts the environment primarily through massive energy consumption, water usage, and electronic waste. As data center power demands skyrocket to run resource-intensive models, these digital processes result in a substantial—and rapidly growing—carbon footprint. This topic is being managed above the organizational levels and thus it is worth to highlihgt and spread the awareness as well.

Thank you

Wissam

Posted: Jul 15, 2026 5:00 AM

Luis Branco CEO| Business Insight, Consultores de Gestão, Ldª Carcavelos, Lisboa, Portugal

An interesting set of reflections, Wissam.
I agree that all three topics point to important challenges as organizations broaden the definition of project success beyond the traditional triple constraint.

I would, however, add one important distinction.
The common thread may not be M.O.R.E., executive sponsorship or Generative AI individually, but the alignment between the unit of analysis, decision authority and accountability.
If Project Managers are increasingly expected to contribute to organizational outcomes and value, while authority over strategy, funding and organizational priorities remains primarily at the program, portfolio or executive level, it raises an important question about how accountability for those outcomes should be understood.

The same applies to adoption.
Low executive uptake may reflect more than a need for awareness.
It may also indicate that governance, incentives and performance measures have not yet evolved to support the behaviours that M.O.R.E. encourages.
Awareness matters, but sustainable change also depends on structural alignment.

Your point about Generative AI raises a similar systems question.
Its environmental impact should certainly be considered, but at a different unit of analysis.
Individual project teams rarely control the infrastructure, energy mix or model architectures that shape most of that footprint.
Their responsibility is therefore more likely to lie in making informed trade-offs about when AI creates sufficient value to justify its use, while broader sustainability outcomes depend on decisions made across multiple organizational and technological levels.

Perhaps the deeper question is therefore not simply how Project Managers can deliver more value, convince executives or use AI responsibly in isolation.
It is how organizations design governance so that authority, accountability and decision-making remain appropriately aligned across projects, programs, portfolios and the enterprise.
As approaches such as M.O.R.E. continue to evolve, clarifying those relationships may prove just as important as expanding expectations

Posted: Jul 15, 2026 7:39 AM

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