How AI will be changing project management

Three years on from the Covid-19 pandemic, South Africans are battling market volatility, political turmoil, loadshedding, a strained economy and uncertainty about the future, locally and globally: the war in Ukraine, galloping inflation, China and US tension especially over Taiwan, the IsraelHamas war, war in Sudan ...

South African challenges are further compounded by mass unemployment and social unrest, dreadful education systems, poor service delivery and uncertainty caused by this year’s general election. All are equally alarming, though the outcomes perhaps are slightly easier to predict.

As leaders we are expected to be a reassuring presence, to help our people navigate these challenges.

With faster responses to needs and demands, better utilisation of resources, improved control and performance, project-based organisations have the flexibility to maximise their efforts in core institutional projects.

Due to the complexity of service delivery, organisations cannot simply rely on one strategic project, but rather several parallel initiatives that must integrate to achieve organisational objectives.

Projects must co-ordinate the efforts of multiple cross-functional teams operating in different functional areas and even geographical locations.

More often than not, project information needs to be shared and presented to a growing number of stakeholders, whose impact can threaten or strengthen the project outcome at any moment.

The future of project management will be heavily influenced by technological breakthroughs, and there is no doubt that artificial intelligence (AI) will change how project management tasks are delivered and controlled in the future. For example:

● AI is increasingly being incorporated into project management tools and processes. It assists in tasks such as resource allocation, risk assessment and decision-making;

● The trend towards flexible work arrangements continues. Project managers need to adapt to remote work, hybrid models and diverse team structures;

● Effective resource allocation and management are critical. Project managers will optimise resource utilisation to ensure teams have the right skills and capacities;

● Organisations are shifting their focus from merely completing projects to achieving tangible benefits. Project managers will play a key role in measuring and maximising project outcomes;

● The importance of knowledge sharing and collaboration within project teams remains high. Tools and practices that facilitate communication and knowledge transfer will be prioritised; and

● Traditional project management skills alone are insufficient. Skills such as organisational awareness and financial acumen are gaining prominence. Also, project managers will take on roles as teachers, fixers and orchestrators, stressing human aspects beyond routine tasks.

These trends are dynamic, and the project management field will continue to evolve. Staying informed and adaptable is crucial in this ever-changing landscape.

We have recently evidenced the positive impact of some of these tools, such as BIM (building information modelling), digital twins, augmented reality, ChatGPT, Asana and unmanned aerial vehicles (UAVs or drones). They can be applied for the efficient and effective design, planning, real-time monitoring and evaluation, and documenting of project management. The proliferation of these technologies will further boost the profession’s capacity to deliver effective and efficient management services.

Some notable developments in the AI disciplines include Rio Tinto trials for battery-powered locomotives in Australia where its giant autonomous trains — the world’s largest robots — transport iron ore; and the letter of intent from Google and African Development Bank on co-operation with digital transformation across Africa.