The keys to success for Project Management in the era of artificial intelligence (AI)
For several years now, AI has been challenging the business world in every way. It is enriching management practices and redefining the roles and competencies of managers (Dejoux, 2020) and with this in mind, the role of project manager is undergoing considerable change (Jacob et al, 2021). This article explores how project managers must adapt to the new technological era to remain relevant and effective across any industry.
Using AI to Revolutionise Project Management
The era of AI offers project managers powerful tools to analyse data, forecast trends and optimise decisions (Gréselle-Zaïbet & Dejoux, 2023). Adopting these tools can significantly impact the way projects are managed, enabling faster and more accurate decision-making. Affes (2022) says the synergy between personal skills and AI is essential to push past challenges and seize project management opportunities. AI facilitates risk identification, repetitive task automation and efficient resource management, transforming them to power returns in efficiency and profitability.
Redefining the Role of Manager: the Need for Mental Agility and Adaptability
Integrating AI into business processes means redefining the role of the project manager. Project leads must now combine their traditional skills with an in-depth knowledge of AI technologies (Tremblay, Psyché and Yagoubi, 2023) in order to unleash these pioneering tools and improve the planning, monitoring and implementation of individual projects, without losing sight of the ethical and practical challenges AI poses.
Indeed, mental agility takes on a new dimension in the context of AI. Project managers must pivot to technological changes, understand the implications of AI for their projects and develop a capacity for continuous learning to effectively integrate AI technologies into management strategies (Gréselle-Zaïbet & Dejoux, 2023).
Team Management: Blending the Transformational Leader with the Guardian of Skills and Talent
Project managers in the age of AI must position themselves as leaders capable of understanding the complexities of the AI projects their teams handle. This means fostering an environment conducive to listening, brainstorming, innovation, learning and adapting to emerging technologies.
Leads must not neglect the effective management of skills and competencies either, since human skillsets remain crucial and of utmost importance. Managers must maintain a balance between technology and humanity and continue to develop communication skills, conflict management and emotional leadership if they are to motivate and inspire their teams (Boubaya, 2023).
The Role of AI in Risk Detection and Project Management
Artificial intelligence provides significant help in managing project-management-associated risks. By analysing large datasets and identifying trends and anomalies, AI can predict and quantify risks better and more accurately (Affes, 2022). This ability to stay ahead of potential problems allows project managers to make informed and proactive decisions to mitigate risks (Gréselle-Zaïbet & Dejoux, 2023).
AI can automate complex and repetitive tasks, freeing up managers' time to focus on the strategic aspects of project management. (Benleulmi, 2023). Onboarding AI leads to better resource allocation and optimisation, increased efficiency and a significant reduction in the costs and time associated with project risks.
Project Managers and Overcoming Resistance to Change
Project managers need to be aware of their teams' resistance to change when faced with onboarding AI. This is a complex phenomenon (Komi, 2019). Teams are often accustomed to established management practices and may perceive AI as a threat to their traditional methods and roles within the organisation (Bruna, 2019). This resistance can stem from fear around skills obsolescence, loss of control over decision-making processes or distrust of AI’s reliability and ethics (Chevalier and Dejoux, 2021).
To overcome these challenges, it is crucial to engage managers in the digital transformation process by providing them with adequate training on the benefits and practical applications of AI. They also need to be assured that it will complement their skill bases. This approach can alleviate fears, foster a deeper understanding of AI and encourage more open adoption of these innovative technologies.
Conclusion
Project managers need to integrate AI as a cornerstone of their practice and develop specific skills to master it. They must also manage the resistance to change that AI can generate. Indeed, effectively harnessing AI tools and risk and change management techniques is likely to turn challenges into opportunities and pave the way for innovation and success within organisations.
