Artificial

Intelligence
and Project Management
A Global Chapter-Led Survey
2024
About Project About PMI Sweden Chapter
Management Institute
The PMI Sweden Chapter was founded
PMI is the leading authority in project in January 1998 and is a non-profit
management, committed to advancing organization, chartered by the global
the project management profession PMI organization. PMI Sweden Chapter
to positively impact project success. is driven entirely by volunteers, including
We empower professionals to excel the board.
in project management practices The aim is to inspire and engage
through our growing global community, people to make ideas become reality.
knowledge sharing, and best-in-class This is done by arranging events such
certifications—driving positive change as seminars, network opportunities,
in organizations and communities. congresses, but also by being a source
Since 1969, our unwavering mission has of knowledge in Project, Program
been to advocate for the profession and Portfolio Management tools and
by offering life-long learning and techniques, news and trends.
connections to sharpen high-demand
skills. Today, PMI provides professionals PMI Sweden Chapter is known to be
at every stage of their career a dynamic organization consisting of
journey with the globally recognized project managers and changemaker
standards, online courses, thought professionals.
leadership, events, and tools they
need to succeed. With more than
300 chapters around the world, PMI
members can network, find mentors,
access career opportunities, and
learn from peers, working together
to drive greater impact. Visit us at:
https://www.linkedin.com/company/
projectmanagementinstitute, and on
X @PMInstitute.

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Collaborating Chapters
PMI Sweden Chapter, in proud collaboration with the following PMI Chapters around the world,
presents this report to inspire and inform the future of AI and project management.

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Authors
Lead Author
of the Report: Regional Report Europe

Davide La Valle, PMP Olalla García Pérez, Aneliya Chervenova,

PMI Northern Italy PMP, PMI-ACP PMP, DASSM
PMI Galicia Spain PMI Bulgaria
Marly Nilsson, PMP (PMI Sweden)
Regional Report North America

Temisan Sagay, PMP Boris Piiavski, PMP Joel Cardenas, PMP

PMI Ottawa Canada PMI Israel PMI Finland

Regional Report Asia

Lavanya Vijayaraghavan, Sachin Sood, PMP Riam Chazbeck, PMP

CAPM PMI Bangalore India PMI Lebanon
PMI Bangalore India

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Regional Report Latin America Hypotheses Analysis

André Correia, PMP Madina Baizhanova, PMP Lavanya Vijayaraghavan,

PMI Portugal PMI Kazakhstan CAPM
PMI Bangalore India

Regional Report Africa Hypotheses Conclusion

Madina Baizhanova, PMP Marly Nilsson, PMP Kjetil Hatlestad Volle, Lavanya Vijayaraghavan,
PMI Kazakhstan PMI Sweden PMP, PMI-RMP CAPM
PMI Norway PMI Bangalore India

Regional Report Oceania

(Australia, New Zealand, Cook Islands, Fiji)

Olalla García Pérez, Lavanya Vijayaraghavan,

PMP, PMI-ACP CAPM
PMI Galicia Spain PMI Bangalore India

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Project Participants -
Leveraging the Global Member
Network
Contributors to the Report
The PMI Sweden Chapter President Katarina Strömberg would like to express
gratitude and appreciation to the following people and organizations for making
this project possible.

All PMI chapters around the world were invited to join and support the project by appointing a
project manager. This individual was responsible for promoting the survey in newsletters and on
social media to contribute to obtaining a high number of survey responses. In addition to providing
insights into the project management community's interest, maturity, and knowledge in AI, the
objective was for participants in this project to share their gained insights with members of
their respective chapters. We hoped that the results would offer valuable input for the chapters'
strategic planning in 2024.

Phase 1
Project managers from the following Chapters worldwide have helped the project by promoting the
survey and contributing to the overall result.
Marly Nilsson, PMI Sweden Ala Lutz, PMI Switzerland
Imran Khursid, PMI Sweden Davide La Valle, PMI Northern Italy
Bruno Rafael Santos, PMI Rio de Janeiro, Brazil Giuseppe Di Maria, PMI Belgium
Iryna Udovenko, PMI Ukraine Michelle Caicedo Garcia, PMI Central Italy
Liza Moroz, PMI Ukraine Vincenzo Corvello, PMI South Italy
Olalla García Peréz, PMI Galicia Spain Yuliya Zhevno, PMI Kazakhstan
Ricardo Naciff, PMI France Temisan Sagay, PMI Ottawa Canada
Boris Piiavskii, PMI Israel Mei Yin Lin, PMI Dallas US
Kjetil H. Volle, PMI Norway Kellie Brits, PMI Netherlands
Annesha Ahmed, PMI Bangladesh Joel Cardenas, PMI Finland
Sachin Sood, PMI Bangalore India Peter Glynne, PMI Ireland
Estelle Detrembleur, PMI UK Madina Baizhanova, PMI Kazakhstan
Laura Samso Pericon, PMI Germany Riam Chazbeck, PMI Lebanon
Enrico Toselli, PMI Denmark Aneliya Chervenova, PMI Bulgaria
André Correia, PMI Portugal Ignacia Vargas, PMI Venezuela
Adi Muslic, PMI Switzerland

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Phase 2
Contributing to the preparation of data for analysis, conducting data analysis, market research,
writing the report, conducting quality reviews, and participating in the marketing of the report

Overall Project Regional Reports

Global Project Manager: Europe
Marly Nilsson
Team Lead: Davide La Valle
Deputy Global Project
Manager: Kjetil H Volle Data Analysis and Authors: Davide La Valle and Olalla García Pérez
Project Planner: Market Research and Author: Aneliya Chervenova
Enrico Toselli
North America
Overall Quality Review Team Lead: Temisan Sagay
Madina Baizhanova Data Analysis and Author: Temisan Sagay
Enrico Toselli Market Research and Authors: Boris Piiavski and Joel Cardenas
Aneliya Chervenova
Adi Muslic Asia
Giuseppe Di Maria Team Lead: Sachin Sood
Olalla García Peréz Data Analysis: Lavanya Vijayaraghavan and Sachin Sood
Kjetil Volle Market Research and Authors: Lavanya Vijayaraghavan and
Davide La Valle Riam Chazbeck

Global Report Latin America

Team Lead: Temisan Sagay Infographic: Bruno Rafael Santos
Data Analysis, Market Research Data Analysis, Market Research and Authors: André Correia and
and Authors: Temisan Sagay, Madina Baizhanova
Davide La Valle & Lavanya
Vijayaraghavan Africa
Team Lead: Madina Baizhanova
Data Analysis: Madina Baizhanova
Author: Madina Baizhanova and Marly Nilsson
Market research: Madina Baizhanova, Marly Nilsson and
Estelle Detrembleur

Oceania
Team Lead: Olalla García Pérez
Data Analyst, Market Research and Authors: Olalla García Pérez
and Lavanya Vijayaraghavan

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Marketing Volunteers in PMI Sweden PMI
Global Marketing Lead: Marina Maric: Event Manager Dave Garrett, Senior Advisor
Yuliya Zhevno Amin Behzadirad: IT support to the CEO
Deputy Marketing Lead: Barbara Klein: Newsletters Michelle Brown, Manager,
Lavanya Vijayaraghavan Content Engagement
Jagadeesh Babu: Social Media
Giuseppe Di Maria: James Turchick, Community
working on the report with Content Specialist
the design team PMI Europe Jill Diffendal, Thought
Laura Samso Pericon Lucila Dotto: Europe Head Leadership Content Manager
Boris Piiavski of Community
Megan DuBose, Manager,
Michelle Caicedo Garcia Mariami Meladze: Chapter Content Marketing
Engagement Specialist Performance
Davide La Valle
Anna Zhukova: Chapter Edivandro Conforto, PhD,
Kellie Brits
Engagement Specialist Director of Thought Leadership
Annesha Ahmed

PMI Africa Project Management

Contributors to the AI Journal
George Asamani, Managing
Specialist Section Director, Sub-Saharan Africa Ralf Müller, Editor in Chief
Marly Nilsson
Anthony Munge, Manager, Giorgio Locatelli, Editor in Chief
Mei Yin Lin Chapter Engagement,
Aneliya Chervenova Sub-Saharan Africa
Yuliya Zhevno
Annesha Ahmed
Davide La Valle
Anthony Munge, PMI Africa
Jessica Pålsson, Mobile Heights

Partners
The following companies have supported the creation of this report with their expertise in the field of
AI, the promotion of our survey and other invaluable contributions.

NordAxon

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Acknowledgments
PMI Sweden would like to acknowledge all the people who have made this initiative
possible – the fantastic volunteers and our partners. More importantly, we
acknowledge our respondents - mostly from the global PMI member community -
because without you we would have nothing to share. You have taken valuable time
to help us understand your view on AI, what you think about future developments
and how PMI can support knowledge growth in AI. Thank you!

It has been very inspiring to see how an area of common interest and passion can
bring so many people together, from PMI, the project management community and
the corporate sector around the world.

Side by side, we have been working together to promote the survey, conduct an
analysis and finally to document the results. The end result is this report that we
are very proud to share with you all.

PMI Sweden hopes that this project will inspire many more cross-border projects
within the PMI international member network and bring people together, with the
intention of sharing knowledge, insights and experience.

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Foreword From PMI Sweden Chapter
“The only constant is change.” However, in our times,
change is happening faster and faster. Artificial
Intelligence, or AI, is not only going to change the
project management profession, but it will also be
disruptive. At least this is what experts are projecting.
With the introduction of Chat GPT-4 in 2023, many
started to understand this impact and a lot of interest
in AI was ignited globally. However, the discussion
around AI is not new. For instance, in 2019, Gartner
made the prognosis that 80 percent of project
management tasks will be done by AI in 2030.

In PMI Sweden Chapter, we decided to highlight this

technology in the 2022 Passion for Projects Congress.
Marly Nilsson pitched an idea to me for the congress
program, and I supported her to go ahead. A survey
was also initiated during the congress, with the aim to
map AI implementation and interest. The 2023 survey is
the follow up of this initial survey. I am really happy that
the 2023 survey has reached a global audience, with
the support of many PMI chapters. I hope the findings
will support chapters and their members on their AI
journey. The report is indeed a milestone and I truly
thank the dedicated volunteers who have created it.

Katarina Strömberg
President, PMI Sweden Chapter

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Foreword From PMI
The speed of the current AI revolution has created a
lot of opportunities but is also raising several questions.
Change is always challenging, especially when it affects
our professions and comes from forces we cannot
control. If the headlines and predictions surrounding
AI have kept you up at night in the past year, let this
community-led report put your mind to rest. Not because
there’s a magic answer hidden in the data, but because
this is a call to action. It’s an invitation to foster an AI
ecosystem that’s not only technically proficient, but also
deeply grounded in the values, desires, and aspirations of
our community.

Led by the PMI Sweden Chapter with collaboration from

27 other PMI Chapters around the world, the insights of
this survey come from every corner of our globe. The
findings cross cultural lines and language barriers. They
range from early career professionals to executives and
every step in between. The similarities and differences
are a testament to our community’s unparalleled insights
and our capability to shape the future of the profession
and the world we share.

AI will continue its rapid evolution and reach every part

of our lives. We need to understand it and be prepared
to embrace it to help our profession and people solve the
most complex problems in our organizations and society
by leveraging the best of this technology.

A special thank you to PMI Sweden Chapter for leading this

effort, as well as the many other chapters who participated.

Brantlee Underhill
Chief Community Officer, PMI

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Table of Contents
2 About PMI & PMI Sweden
3 Collaborating Chapters
4 Authors
6 Contributors
9 Acknowledgements
10 Foreword from PMI Sweden Chapter
11 Foreword from PMI
12 Table of Contents
13 AI in Project Management: Market Solutions and Service
Market Overview
AI’s Role in Project Management
AI’s Relevance & Impact on Project Members
The Openness of AI Adoption
Risks Implementing AI
17 Executive Summary
20 Mission Statement
20 Hypothesis
21 Testing Our Hypothesis
29 Hypothesis Summary
32 Scope
33 Global Results
40 Regional Results
Europe
North America
Asia
Africa
Latin America
Oceania
84 Further Perspectives from AI Specialists
91 Closing Remarks
92 Case Study Collection
93 Comparison Table of Survey Results
99 Appendix
Questionnaire
Glossary
References
Contact Details
Responses Per Country & Region
Data Cleaning Report
Background, Approach & Methodology

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AI in Project Management
Market Solutions & Service
Market Size, Share & Trends Analysis

Global AI in Market size 2023 TOP

3
PM Market 2022: estimated to:
Using AI in
USD 2.2B USD 2.5B PM Solutions
Expected Revenue
Bank, Finance
annual growth forecast Services &
rate (CAGR) of 2030, Insurance
17.3% USD 7.7B 21.9%

Government
Market • Intelligent scheduling & Defense
Revenue • Real-time monitoring
Share - 2022
• Natural language processing IT & Telecom
(NLP)-based communication
35.9% • Collaborative project management

The market is characterized

The solution segment The project scheduling by strong competition,
dominated the market and budgeting segment few major worldwide
with a dominated the market competitors owning a
revenue with a revenue significant market share.
share of share of 21.8%
Prominent
72.1% in 2022.
players in
in 2022.
the global
AI in PM:
The Asia Pacific region • Atlassian
is expected to grow • Adobe

23.8%
with the fastest CAGR of • ALICE Technolgies Inc.
from 2023 to 2030. • Amazon Web Services
• Google LLC
• IBM Corporation
Source: grandviewresearch.com
Report ID: GRV-4-68040-091-2
Data is taken from the free report.

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Market Overview
The global market for AI in project management is projected to grow from USD 2.5 billion in 2023 to
USD 5.7 billion by 2028, at a compound annual growth rate (CAGR) of 17.3% during the forecast period.

Some of the benefits driving this growth include:

1. Automation and efficiency: AI can 4. Predictive planning and resource
automate routine tasks, freeing management: AI can predict outcomes
up project managers and project and optimize resource allocation, improving
management professionals to focus on the efficiency and effectiveness of project
more strategic tasks. delivery.
2. Data analysis and insights: AI can 5. Risk management and issue resolution:
analyze vast amounts of data, providing AI can identify potential risks and issues,
valuable insights and recommendations enabling project managers and risk
to project managers. managers to take proactive measures to
3. Intelligent assistance and decision mitigate them.
support: AI can provide real-time 6. Collaboration and communication: AI can
assistance and decision support to enhance communication and collaboration
project managers, improving the among team members, improving the
accuracy and speed of decision-making. overall efficiency of project delivery.

These are just a few examples of the factors driving the growth of AI in the project management market.
As AI continues to evolve and improve, we can expect to see even more growth in the coming years.

Benefits is a collective view from following sources:

How AI will transform project management (hbr.com)
Five Practical Applications Of AI In Automation (forbes.com)

AI’s Role in Project Management

Overall, AI’s role in project management is to enhance decision-making, streamline processes, and
improve the likelihood of successful project outcomes. It complements the skills and expertise of
project managers, enabling them to lead projects more effectively and efficiently.

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AI’s Impact on Project Management
AI is poised to have a significant impact on project management in the following four areas:

1. Resource allocation and task 3. Project scheduling: AI can assist

distribution: AI can help project project managers with the creation of
managers allocate resources and detailed schedules and comprehensive
distribute tasks more efficiently risk logs, predict outcomes, and
by matching the right skills and optimize resource allocation.
responsibilities to the right resources. 4. Communication and collaboration:
2. Risk management: AI can help project AI can enhance communication and
managers identify potential risks and collaboration among team members
opportunities by using real-time project by providing valuable insights and
data analysis. automating certain tasks.

These are examples of how AI is transforming project management at this time. By automating
routine tasks, providing valuable insights, and improving communication and collaboration, AI can
significantly improve the efficiency and effectiveness of project delivery.
Source: How Will AI Transform Project Management

The Openness to AI Adoption in Project Management

According to a recent article in the Harvard Another study published in the Emerald
Business Review, researchers, startups, and Insight journal, Prospects, drivers of and
innovative organizations are beginning to apply barriers to artificial intelligence adoption in
AI, machine learning, and other advanced project management, attempts to identify
technologies to project management. The the drivers of and barriers to, as well as
article predicts that by 2030, the field of the general perception and receptiveness
project management will undergo major shifts, of local project management professionals
with technology improving project selection towards, AI adoption in project management.
and prioritization, monitoring progress, The study proposes potential strategies and
speeding up reporting, and facilitating testing. recommendations to drive AI adoption in
Project managers, aided by virtual project project management.
assistants, will find their roles more focused on
In summary, AI adoption in project management
coaching and stakeholder management than on
is gaining momentum, and it is expected to
administration and manual tasks.
transform the field in the coming years.
Source: How AI Will Transform Project Management
Source: Emerald.com

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Risks with AI in Project Management
There are several risks associated with implementing AI in project management. Here are some of them:
1. Data quality and availability: AI relies 4. Performance instability: AI models can
heavily on data, and the quality and be unstable and unpredictable, leading to
availability of data can significantly performance issues and errors.
impact the accuracy and effectiveness 5. Enterprise or financial risk: AI can
of AI algorithms. introduce new risks to the enterprise,
2. Bias and fairness: AI algorithms can such as security breaches, data privacy
inherit biases from the data they are violations, and regulatory compliance
trained on, potentially leading to biased issues.
decision-making. 6. Job displacement: AI can automate
3. Lack of human judgment: While AI can routine tasks, leading to job displacement
provide insights and recommendations, and the need for re-skilling and up-skilling.
it lacks the human judgment and
contextual understanding that project
managers possess.
Source: How AI Will Transform Project Management

Mitigating the Risks with AI in Project Management

To mitigate these risks, organizations should build risk management directly into their AI initiatives, so
that oversight is constant and concurrent with internal development and external provisioning of AI
across the enterprise. This approach is called “de-risking AI by design” Companies should also spend
time cleaning and training the data, which is the most labor-intensive part of training AI algorithms.

In addition, organizations should consider giving guidelines to their employees in using AI solutions like
Open AI in a responsible way by highlighting these two principles:
1. Use content produced by GenAI with care, 2. Avoid uploading or sharing proprietary,
as there is no way to guarantee the quality, personal, confidential or sensitive
accuracy, or safety of the information information onto any open source
generated from such platforms. GenAI platforms.
Read more HBR Principles for using AI responsibly

By taking these steps, organizations can prepare and minimize the risks associated with AI adoption
in project management.
Source: Hbr.org

Artificial Intelligence in Project Management | PMI

Project Management Institute has also recognized the potential of AI in project management and
has launched the PMIxAI journey to discover the future of project management by merging human
ingenuity with AI advancements that are proven to support project success and empower you to
focus on value-driven project work.
Read more at PMI.org

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Executive Summary
In 2020, the global pandemic triggered a digital upheaval. Two years later, coinciding
with the Passion for Projects congress, PMI Sweden seized the opportunity to
explore the pandemic’s influence on AI adoption in project management.

This has been accomplished by:

1. Publishing a follow-up article to Brain 3. Conducting an initial survey from 16
Power in PMNet 2019 “AI impact on May – 30 June 2022 and a follow up
project management and has the survey from 1 June – 30 September
pandemic sped up the adoption?” 2023 aimed to gauge the project
management community’s position on
2. Including AI and PM as a topic on the
the AI adoption life cycle and measure
Passion for Projects Congress program
interest in and knowledge of AI
applications for project management.

The findings of the survey, documented in and where individuals and companies stand in
the October 2022 report, ‘AI and Project the technology adoption curve and investments
Management’ by Nilsson and Santos, provide in AI.
valuable insights into the evolving landscape of
AI integration in project management practices. This chapter-led research project initiated in
Sweden, and conducted between the 1st of
Subsequent developments in late 2022, June and the 30th of September 2023, has
especially in Large Language Models (LLM) engaged and inspired PMI chapters from all
and the launch of ChatGPT by OpenAI, made over the globe with 32 project managers joining
it necessary to conduct a follow-up survey. the project. The number of people responding
This time, the research project was expanded to the survey reached an incredible number
to include detailed demographics, extend the of 2,314 project management professionals
geographical scope, and pose deeper questions from 129 countries. This shows the enormous
about AI maturity and insights. Respondents importance and impact the project manager
were also encouraged to share their community gives to this technology and the
experiences in implementing AI and using it as a urge to know how far other project managers
tool. The goal was to gain a better and deeper have come in mastering the skill in implementing
understanding of the interest in the technology AI or using AI as a tool.

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 The aim of this survey was primarily to examine four hypotheses:
1. AI Adoption is Still in its Early 3. Organizations That Lag in AI Adoption
Stages: AI adoption is still in its early Will Struggle to Attract Talent:
stages, but is steadily increasing. By In the context of the global digital
comparing the 2022 AI in Project economy, our assumption is that AI
Management (PM) survey results transformation will lead to a “survival of
for Sweden with the responses the fittest” scenario. Falling behind in AI
gathered in 2023, we hope to provide adoption could jeopardize a company’s
insights on the potential impact of ability to attract and retain talent.
developments such as ChatGPT by The analysis of the responses will
OpenAI on the AI maturity within uncover how respondents would react
the project management community if their employer lagged in technology
in Sweden. development and innovation, providing
2. AI Adoption Varies by Region: intriguing insights.
The analysis of market research 4. The Project Management Community
will provide insights into the stage Deems Certain AI Skills Necessary
of AI adoption across regions. in Order to Maintain a Competitive
This will include an exploration of Advantage: The analysis will shed
government-led initiatives that light on the AI skills that the project
promote investment, legislative management community deems
measures, and educational efforts necessary to remain relevant and
geared towards harnessing the vast competitive. It will also show how
potential of AI. individuals are acquiring these new
skills, considered crucial for being
employable and securing assignments
as project managers.

To enable regional comparisons, the countries of operation reported by respondents were mapped
to their respective continents using the United Nations Statistics Division dataset.

This research endeavors to offer a comprehensive understanding of the evolving landscape of AI

in project management, encompassing regional variations, global competition for AI talent, and the
imperative for skill evolution in the face of advancing technology.

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 In addition to the analysis of the responses and market research, the report also contains insights
from 15 renowned AI in project management specialists on the following questions:
1. How can AI be used to improve 3. Considering that cultural and political
project management processes aspects potentially affect how
and outcomes? projects are managed in different
2. How can we ensure that AI is regions/countries, do AI experts
applied in an ethical way and does expect future GenAI to customize the
not lead to unwanted consequences AI-generated results of the prompts
in projects? based on the region/country? If so,
what problems or impediments could
be associated with this?

This report presents a comprehensive guide to the evolving landscape of AI in project management
and contains detailed analysis on a global and regional level (Africa, Asia, Europe, North America,
South & Latin America, and Oceania), offering crucial insights for organizations navigating
technological transformations on a regional and global scale.

This research project marks a significant milestone for the PMI Chapter Management Community,
showcasing the collaborative strength and forward-thinking vision of the PMI organization and
network.
Enjoy reading!

Together We Can!

Marly Nilsson
Global Project Manager

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Mission Statement
The mission of this survey is for PMI chapters around the world to discover where
members are on the AI technology adoption life cycle and build a strategy on the
best way to support the members on their AI transformation journey.

Hypothesis
Based on the results from the previous report their disposal. This means that the project
‘AI in Project Management’ (Report October management community needs to adapt and
2022, Nilsson and Santos), our hypothesis is transform, both to support global digitization and
that AI in project management is still in the early the new AI technology. We believe this will require
stages. We believe very few PMI members and significant and fast adaptation, and it also means
the overall project management community strengthening essential human skills. Teams will
have been involved in AI projects. still be local, but powered and supported with
AI; the project teams need new leadership. We
We also believe that AI adoption will vary
think our survey will show that the respondents
between regions. North America and Asia are
are aware, interested in, and recognize the
assumed to have a much higher adoption rate
importance of adapting to this situation.
due to leading global technology companies
like Microsoft, Apple, Amazon and Ali Baba In conclusion we think that our survey will
paving the way. We also think that other regions support the following assumptions:
will pick up, due to the implementation of AI
• AI adoption is still in an early phase, but it’s
government-led programs. These will stimulate picking up. We will examine this assumption
investments, legislation and educational by comparing the results from the report in
programs, to mention some effects. 2022 for Sweden to the result in 2023.

We are also convinced that with a global • We think that many regions and countries
digital economy, AI transformation will be a realize the potential of AI and that we will
see many AI government-led programs
“survival of the fittest.” According to a report
to stimulate investments, legislation and
from KPMG 2019, “AI Transforming the educational programs.
Enterprise,” organizations who have invested
• Our respondents will see it as a reason
in AI say they’ve seen, on average, a 15%
to seek out employers who are not
improvement in productivity. According to the falling behind in the use of AI, new digital
world economic forum, AI has the potential technology and keep up when it comes to
to increase labor productivity in developed adopting new innovative solutions.
countries by up to 40% until 2035. With this • Our respondents realize the importance of
said, we believe it will be a global competition keeping up with new technologies and learn
for talent. Not keeping up as a company may how to master and acquire new technical
risk falling behind and not being able to keep or and leadership skills necessary to be
attract new talent. competitive. They will show a large interest
in learning more about AI, both in leading AI
Through a global digital economy, employers projects and using AI tools.
potentially have a global workforce at

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Testing Our Hypotheses
Hypothesis 1: AI adoption is still in an early phase, but it’s picking up. We will
review this assumption by comparing the results from the report in 2022
for Sweden to the result in 2023.
Conducted before and after the revolutionary Firstly, it is encouraging to note that while
release of generative AI, the two surveys offer most respondents in both surveys evaluate
a unique perspective on how this paradigm- their knowledge of AI as basic or beginner-
changing event may have altered the way level (47% in 2022 vs. 57% in 2023), the number
professionals perceive the role of Artificial of respondents reporting no knowledge
Intelligence in project management. Keeping in decreased from 26% in 2022 to 16% in 2023 and
mind certain caveats, such as differences in the proficiency, though minor, has increased from
number of respondents from Sweden (131/148 4% to 7%. Moving on to the predictions of how
in 2022 vs. 86/2314 in 2023), different response AI will affect project management, the increase
options to certain questions and lack of age in the perceived impact in the next three years
and gender data for 2022, there are many is notable, with ratings of high impact rising from
valuable insights to be garnered. 40% in 2022 to 66% in 2023 post-ChatGPT. This
suggests growing recognition of AI’s capabilities
in enhancing project management practices.

Impact of AI on Project Management

Sweden 2022:
Sweden 2022 and 2023
Rating Scale:
1-5
Sweden
2022: 1 2
25% Total
Sum of
Rating
5% 20% Respondents:
Low 1-2
131
Impact Sweden
2023: 13%
3 4
Sum of 7% 3%
Rating
1-4
Sweden 2023:
1
1%
2
1%
Rating Scale:
1-10
Sweden 34% Total
2022: 3
Rating Respondents:
Medium 3
Impact Sweden 86
2023: 5 6
21%
Sum of 7% 14%
Rating
5-6

Sweden
2022: 4 5
40%
Sum of 32% 8%
Rating
High 4-5
Impact Sweden
66%
2023: 7 8 9 10
Sum of 20% 24% 10% 12%
Rating
7-10

Artificial Intelligence and Project Management

†© 2024 Project Management Institute Sweden Chapter 21
Organizational plans to implement AI:
Sweden 2022 vs. 2023

Applied/ 26%
At production
level/Deployed 21%

Planned, currently 15%

running a Proof
of Concept 14%

Discussed
28%
but no firm plans
23%

31%
No
42%
50
Sweden 2022 Sweden 2023

Of skills considered important for the future ratings other than 7) in 2022, while 39% chose
of project management, some gained greater high impact in 2023. Stakeholder engagement
value in 2023: An innovative mindset was rated remained the area that respondents felt would
as high impact by 72% in 2023 while only 42% be least affected by AI (44% chose low impact
chose 7 on a scale of 1-10 in 2022 (there were in 2023, while only 14% felt AI would have any
no ratings above 7). Other skills that rose in impact at all in 2022).
importance were the ability to make data-
Finally, organizational implementation of AI
driven decisions (62% ratings of high impact
does not seem to have advanced across the
in 2023 vs. no ratings of 7 and above in 2022)
two survey periods. Fewer projects were in
and ethics on AI (57% ratings of high impact in
production/deployment in 2023, while the
2023 vs. no ratings of 7 and above in 2022). The
number of negatives increased (the options of
importance of making data-driven decisions for
‘No’ and ‘I don’t know’ provided in 2023 were
respondents in 2023 is further evidenced by
consolidated into a single negative to compare
77% showing a keen interest in learning how to
with 2022). These findings agree with the
create business cases for AI applications.
regional and global trends of low organizational
Two areas of project management where AI maturity, implementation of AI projects and
was perceived to have a greater impact in 2023 training and recruitment efforts.
were data collection (73% chose high impact
In conclusion, despite the limitations and the
in 2023 vs. 25% chose 7 or higher on a scale
qualitative nature of the comparison, project
of 1-10 in 2022) and performance monitoring
management professionals show increasing
(51% chose high impact in 2023 vs. 2% chose
awareness of the impact of AI overall and
7 on a scale of 1-10 in 2022). This points to
greater clarity regarding its impact on project
increased awareness of the potential of AI for
management functions and the skills required to
automation. Interestingly, the reverse was seen
navigate an AI-driven future, while organizations
for cost management, where 58% chose 7 (no
are lagging.

Artificial Intelligence and Project Management

†© 2024 Project Management Institute Sweden Chapter 22
Hypothesis 2: We think that many regions and countries realize the potential
of AI and that we will see many government-led AI programs to stimulate
investments, legislation, and educational programs.
As discussed in detail in the regional sections across low (1-4), medium (5-6) and high (7-10)
of this report, well-defined AI strategies,
maturity. Regional differences of a moderate
significant investments in AI education and
degree emerge in the report of effort invested
research and increasing adoption of AI in
public services demonstrate the growing in training personnel, with Africa, North America
determination of nations in every region to not and Oceania reporting less effort than Europe,
be left behind in the AI race. This is supported Asia, and Latin America. Recruitment of AI
by the finding that while the United States leads talent seems to be on a slightly better footing,
the world in Governmental AI Readiness, nations with positive reports ranging from 30-45%,
in Asia, Europe and Oceania are also found in (the outlier Oceania has only 36 responses
the top 10. Furthermore, nations around the
of 2,314, warranting cautious interpretation).
globe recognize the importance of regulatory
While implementation of AI is predominantly
structures for AI, based on fairness, privacy,
data security, accountability, transparency, in the discussion phase world-wide, again
and safety. regional differences emerge when projects
in deployment and proof-of-concept are
However, in striking contrast, our survey reveals considered together, with Europe at the leader
that organizations across regions are lagging at 40%, closely followed by Latin America at
significantly in several facets of AI adoption, 37% (further details available in the regional
with some regional differences. As shown in the sections). In summary, organizations worldwide
figure below, AI maturity is rated predominantly will have to invest significantly greater effort, or
low with the exception of Latin America, where risk losing out on the tremendous benefits AI is
respondents deliver a more balanced rating already beginning to deliver.

How much effort is your

organization investing in
What is the AI maturity training to make personnel
within your organization? AI ready?

Africa 63% 26% 11% Africa 71% 19% 10%

Asia 56% 25% 19% Asia 56% 22% 22%

Europe 58% 23% 19% Europe 63% 22% 15%

Latin America 47% 28% 25% Latin America 53% 24% 24%

North America 66% 20% 14% North America 67% 20% 13%

Oceania 75% 17% 8% Oceania 72% 17% 11%

Low: 1-4 Medium: 5-6 High: 7-10 Low: 1-4 Medium: 5-6 High: 7-10

Artificial Intelligence and Project Management

†© 2024 Project Management Institute Sweden Chapter 23
Are you building or recruiting AI competence to your organization?

Africa 30% 42% 27%

Asia 40% 36% 24%

Europe 42% 35% 23%

Latin 39% 46% 15%

America
North 38% 39% 23%
America

Oceania 59% 33% 8%

Yes No I Do Not Know

Has the organization which you are currently working for

(consultant/employee) any plans on implementing AI?

Africa 6% 18% 30% 24% 21%

Asia 12% 23% 30% 16% 19%

Europe 16% 24% 27% 11% 22%

Latin 9% 25% 36% 17% 13%

America
North 12% 21% 32% 16% 19%
America

Oceania 8% 28% 36% 14% 14%

At production Planned, currently Discussed but No I do not know

level/Deployed running a Proof no firm plans
of Concept

TOTAL Latin North

RESPONDENTS Africa Asia Europe America America Oceania
2,314 135 542 861 203 717 36

Artificial Intelligence and Project Management

†© 2024 Project Management Institute Sweden Chapter 24
Hypothesis 3: Our respondents will see it as a reason to seek out employers
who are not falling behind in the use of AI, new digital technology and keep
up when it comes to adopting new innovative solutions.
We tested this hypothesis by examining new role in the organization, looking for a
responses to the question, “If your organization new role elsewhere or striking out to start
were lagging in product innovation and/ one’s own company, indicating that keeping
or technology, what would you do?” An up with AI is considered important by the
encouraging majority of respondents across participants. Trust in the leadership was on
all regions would propose new and innovative the lower side, except for Asia, where ‘Yes’
projects, demonstrating their drive to be garnered a slightly higher share compared to
change-makers. However, a striking degree of other regions. Therefore, organizations would
ambivalence emerged, with ‘Maybe’ overtaking do well to avoid complacency and enhance
‘Yes’ and often tying with ‘No’ as a response trust in leadership by transparency and
to options such as staying but looking for a collaborative decision-making.

Artificial Intelligence and Project Management

†© 2024 Project Management Institute Sweden Chapter 25
Propose new innovative projects
Africa 76% 4% 20%
TOTAL
RESPONDENTS
Asia
Europe
65% 4%

62% 7%
32%

31%
2,314
Latin America 75% 6% 20%
Africa
North America 67% 6% 27%

Oceania 75% 3% 22% 135

Look for new position within the organization Asia
Africa
Asia
19%

27%
40%

27%
41%

45%
542
Europe 20% 33% 49%

Latin America 31% 26% 44% Europe

North America 19% 38% 43% 861
Oceania 22% 39% 39%

Latin
Trust the leadership America
Africa 24% 21% 56% 203
Asia 38% 16% 46%

Europe 21% 30% 49%

North
America
717
Latin America 30% 21% 49%

North America 21% 24% 54%

Oceania 22% 33% 44%

Oceania
Look for new position in other organization 36
Africa 24% 33% 43%

Asia 27% 22% 51%

Europe 20% 26% 54%

Latin America 22% 32% 46%

North America 19% 34% 47%

Oceania 25% 39% 36%

Open my own company

Africa 17% 35% 48%

Asia 18% 42% 40%

Europe 12% 53% 35%

Latin America 19% 40% 40% Yes

No
North America 12% 52% 36%
Maybe
Oceania 17% 50% 33%

Artificial Intelligence and Project Management

†© 2024 Project Management Institute Sweden Chapter 26
Hypothesis 4: Our respondents realize the importance of keeping up with
new technologies and learn how to master and acquire new technical and
leadership skills necessary to be competitive. They will show a large interest
in learning more about AI, both in leading AI projects and using AI tools.
A consensus has been identified across professional improvement demonstrated by
all regions that artificial intelligence will the high incidence of the demanding PMP®
greatly change the way we work in project certification in the cohort. Across regions,
management in the coming years. Accordingly, online videos/podcasts/webinars and
our hypothesis is supported by overwhelming books were the most preferred sources,
enthusiasm across regions for learning about as to be expected for busy professionals,
various use cases of AI, such as learning how followed by formal education and open-
to create AI models, leading projects on AI source documentation. This is encouraging
development, leading projects using AI as a tool, news, not just for organizations interested
learning how AI models work and learning how in upskilling their personnel, but also for
to create a business case for AI applications. educational providers.
This is unsurprising, given the thirst for

Are you interested to learn more about how to use AI as tool

in project management or run AI projects?

Africa Asia
81% 81%
76% 78%
87% 87%
86% 87%
87% 87%

Europe Latin America

67% 75%
65% 73%
66% 90%
78% 83%
77% 83%

North America Oceania

75% 78%
68% 75%
83% 89%
82% 92%
78% 89%

Learning how to Lead projects on Lead projects Learning how Learn how to create
create AI models AI development using AI as a tool AI models work a business case for
AI applications

Artificial Intelligence and Project Management

†© 2024 Project Management Institute Sweden Chapter 27
Which sources do you use for self improvement and qualification?
Africa Asia
76% 75%
52% 42%
91% 93%
86% 80%
10% 18%
57% 62%

Europe Latin America

75% 73%
40% 55%
85% 93%
86% 85%
8% 10%
52% 50%

North America Oceania

82% 75%
50% 44%
92% 81%
88% 86%
8% 6%
44% 50%

Books Formal Education/ Online Videos Podcasts and Hackatons OpenSource

College Webinars Documentation

Artificial Intelligence and Project Management

†© 2024 Project Management Institute Sweden Chapter 28
Hypothesis Summary:
How did we do?
We are pleased to report that most of our hypotheses have been substantiated,
supporting the validity of many of our initial conjectures. This exercise has been a
captivating journey, leading us to unexpected discoveries that extend beyond the
boundaries of our original hypotheses. The richness and complexity of the data
have resulted in intriguingly nuanced findings in some respects, highlighting the
multifaceted aspects of our research.

Hypothesis 1: AI adoption is still in an early Hypothesis 2: We think that many regions

phase, but it's picking up: Although the number and countries realize the potential of AI and
of Swedish responses are fewer in the 2023 that we will see many government-led AI
survey compared to the 2022 survey, we see programs: Our hypothesis is clearly supported
an encouraging increase in the interest and by the very interesting results of the market
understanding of how AI will change the PM research conducted by our team, which
profession. We conclude that this hypothesis reveals a strong focus on how AI technology
is supported by our survey, albeit to a will impact and benefit countries and regions.
limited extent. This is evidenced by in-depth governmental
strategies, significant budget investments
and government-led research in countries
around the globe. However, it is even more
interesting that while the public sector is highly
focused on and engaged in AI exploration, we
found that this does NOT seem to be the case
within the private business sector, at least
with respect to the survey respondents. In
earlier disruptive technology shifts, like the
adoption of the Internet, or even perhaps in
leveraging social media, we have seen interest,
adoption and exploration often happening
first in private and international business. Our
survey results indicate a significant change
in this phenomenon. However, a distinction
must be made between entities that develop
the technology (usually private, such as those
leading the development of generative AI, for
example) and those who make use of or adopt it
(either private or public).

Artificial Intelligence and Project Management

†© 2024 Project Management Institute Sweden Chapter 29
Hypothesis 3: Our respondents will see it as emerged as a salient factor. Except for Asia,
a reason to seek out employers who are not where 38% expressed confidence in leadership,
falling behind in the use of AI: Our analysis most regions reported relatively low levels
reveals that this hypothesis receives the least of trust in their organizational management.
support from the survey responses, although This is significant given their enthusiasm for
it unfolds with some intricacies that warrant proposing new projects. The interplay between
careful consideration. To better comprehend trust in leadership and the eagerness to drive
this outcome, we must initially consider innovation is a dimension that warrants
the profile of our survey respondents, who further exploration.
constitute a relatively homogeneous group of
It must also be noted that while respondents
professional project managers. The majority
may be interested in using AI as a tool for
has received training in the PMI framework
project management, AI integration might
of professional behaviour, ethics, and code
not be immediately applicable or possible
of conduct, and they conduct themselves
for industries other than IT, making it less
accordingly. This means that they perceive
important to seek another job if their
themselves as agents of change, as executing
employer is not immediately adopting AI.
a project involves managing a temporary
Furthermore, it's imperative to acknowledge
endeavour aimed at transitioning from the
that cultural behaviours and the prevailing job
current state to a future state. Consequently,
market conditions in different regions could
they are inclined to accommodate and
substantially shape how project managers
support organizational evolution and growth.
perceive and respond to AI adoption within their
Moreover, despite the typically limited scope
organizations. Our survey did not encompass
of their mandates, project managers often
these aspects, constraining our ability to fully
need to apply their technical knowledge and
interpret the results across regions.
communication skills to influence decision-
making and ensure project success. In conclusion, while this hypothesis does not
garner unequivocal support from our survey
Nevertheless, a substantial portion of
data, the results unveil a nuanced landscape
respondents opted for 'Maybe' when
that necessitates more meticulous examination.
considering alternatives to proposing new
The relationship between project managers'
projects, such as seeking another position
attitudes toward AI adoption and their loyalty
within the same organization or departing the
to their current employers is multifaceted
workplace for either a different organization
and contingent on various contextual factors.
or launching their own company. This 'Maybe'
Organizations would be prudent to refrain from
response may signify a degree of uncertainty,
complacency and take heed of what project
implying that the question of 'employee loyalty'
managers deem pivotal in the age of AI.
in the context of AI adoption is more intricate
than initially apparent. Trust in leadership also

Artificial Intelligence and Project Management

†© 2024 Project Management Institute Sweden Chapter 30
Hypothesis 4: Our respondents realize predominantly analysing responses from
the importance of keeping up with new project managers with a PMI background. A
technologies (like AI): This hypothesis is clearly foundational principle of PMI is the constant
supported in the response from our survey. requirement to develop and improve, to remain
Across all regions it is recognized that there certified, so a willingness to incorporate
is a need to investigate and leverage new AI technology into this learning mix is to be
technologies in general, and AI in particular. expected. All regions scored very high in
Again, it should be emphasized that we are support of this hypothesis.

In summary, the survey responses generally align with most of our hypotheses.
However, a few caveats must be considered. The results for hypothesis 1, as
mentioned, must be interpreted keeping in mind the potential limitations of
comparing data from two different surveys, which could introduce bias or
discrepancies. Secondly, the global nature of our data set might introduce cultural
influences and biases that need to be considered.

Despite these caveats, we believe that our findings hold value for the project
management community. They can serve as valuable insights to inform AI-related
organizational strategies and support personal career growth. Moreover, we
hope that our study's limitations will inspire future research endeavours, aimed at
addressing and mitigating these specific challenges for a more comprehensive
understanding of the role of AI in project management.

Artificial Intelligence and Project Management

†© 2024 Project Management Institute Sweden Chapter 31
Scope
We aim to assess the project management community and PMI members’
knowledge and experience with AI implementation, as well as their openness to
use AI technology as a tool in project management. We will investigate types of AI
solutions implemented, team preparation, and challenges faced. We will check if
there is inclination to change employment in case their current employer is lagging in
adoption of new technology like AI, and whether such adoption is a criterion for job
seekers.

We also seek to determine how companies are preparing for AI implementation,

including personnel training and recruitment of AI specialists, while considering the
impact of demographic and geographic differences. We will use the strength of
being part of a global member network and invite PMI volunteers to support us in
this important work.

Our desire is to understand the AI maturity of individuals and organizations, as this

new technology is likely to impact all aspects of our work. The anticipated impact
of this survey is to give a snapshot of the current state of AI with individuals and
companies in countries, in regions and globally. We think this will provide PMI with
guidance on how to support its members on their AI transformation journey.

Artificial Intelligence and Project Management

†© 2024 Project Management Institute Sweden Chapter 32
Global Results

AI IN PROJECT MANAGEMENT

Key Findings Global Report

PARTICIPANTS

84% of TOP
3
Italy
20% 8%
Ca participants
n are members
: 7 a
%
A of PMI Global
da

2314
and/or PMI Local chapters
US

In

74% are PMP certified. AREAS MOST

dia
7%

responses IMPACTED BY AI
from
129
countries
83%
of participants
Data
Collection
hold Bachelor or Master
of Science degree.
and Reporting

More than
Performance
48 Monitoring
62% industries
are equally
distributed
in 35-44
71% represented.
However,
IT Services
Project Time
and 45-54
of respondents
are males. stand out as the
Management & 24
age ranges. most prevalent. Scheduling

60% 1 in 4
would trust Areas with LOW impact from AI
of respondents the leadership
• Stakeholder Management
76%
believe that their in the same
organization’s situation
maturity level is of professionals • Project Communication
4 orArtificial
lessIntelligence andbelieve that AI
Project Management • Project Budgeting
on a scale ofProject
†© 2024 1 to 10. will Institute
Management transformSweden Chapter 33
the project management way of
However, it is working in the next three years
noteworthy that by 7 and above on scale of 1 to 10.
Global Report
76%
60%
of professionals
66% of professionals
would propose
1 in 4 believe that AI

new
will transform
of respondents the project management way of
believe that their would trust
the leadership working in the next three years
organization’s AI innovative by 7 and above on
maturity level is in the same
projects if situation scale of 1 to 10.
4 or less employer was
on a scale of lagging in
1 to 10. product
innovation Areas with
LOW
However, it is and/or
noteworthy that technology

35% impact from AI

state that their
employers are
engaged in AI
62%
of companies are
65%
of participants
• Stakeholder Management
projects that are rated 4 or less on a poses no or • Project Communication
either at production scale of 1 to 10 in basic level of
level or running a knowledge and
proof of concept.
providing AI training
for their employees. experience in AI.
• Project Budgeting

The Global State of

Artificial Intelligence
2023 is rightly AI’s ‘breakout year’, with form by 2026. Comprehensive re-structuring
the explosive entry of generative artificial of business strategies and a concerted
intelligence (Gen AI) on the scene, profoundly effort in workforce reskilling are essential
impacting governments, businesses, and to ensure that the AI revolution is inclusive
individuals. Automation of routine tasks and minimizes job displacement. Addressing
and more advanced abilities such as novel risks such as cybersecurity, privacy invasions,
content creation, predicting, identifying and carbon footprint, and electronic waste
analyzing issues and formulating solutions, generation demands a cohesive global
with continuous self-improvement have led to initiative that extends from organizational
the prediction that 80% of organizations are responsibility to the sphere of governmental
expected to have implemented Gen AI in some and societal obligation.

Artificial Intelligence and Project Management

†© 2024 Project Management Institute Sweden Chapter 34
Artificial Intelligence
Around the World
In the realm of project management, the AI maturity to be low, rating it 4 or less on a
integration of AI is making noticeable strides scale of 1 to 10. Despite this, a significant 35%
globally, albeit with varied levels of maturity and of these organizations are actively engaged
adoption across different sectors. in AI projects, either in production stages or
as proofs of concept. This reflects a growing
The survey demographics reveal that more
commitment to AI despite a general sense
than 62% of respondents are equally
of nascent maturity in the field. However,
distributed in the 35-44 and 45-54 age
there is a notable deficiency in AI training and
ranges group and are predominantly male
expertise. About 62% of companies rate poorly
(71%). Respondents have a strong affiliation
in providing AI training to their employees, and
with PMI, as 84% are members of PMI and/
65% of participants admit to having no or only
or local chapters, and 75% of all respondents
basic levels of knowledge and experience in AI.
hold Project Management Professional (PMP)®
certifications. This implies a solid foundation in When it comes to innovation and leadership,
project management principles among those 66% of professionals would propose new
exploring AI applications. Educationally, 83% innovative projects if their employer lagged
hold a bachelor’s or master’s degree in science, in product innovation and/or technology.
indicating a high level of academic qualification However, only one in four would trust the
in the field. IT Services stand out among the 48 leadership in such a situation. This suggests
represented industries, highlighting the sector’s a readiness among professionals to drive
lead in AI adoption. innovation, yet a lack of confidence in current
leadership to effectively navigate technological
From the above infographic, a notable 60%
advancements.
of respondents perceive their organization’s

Artificial Intelligence and Project Management

†© 2024 Project Management Institute Sweden Chapter 35
Looking ahead, a significant 76% of AI for enhancing analytical capabilities and
professionals believe that AI will transform efficiency in project management. Interestingly,
project management within the next three areas like Stakeholder Management, Project
years, scoring 7 or higher on a scale of 1 to Communication, and Project Budgeting are
10. This optimistic outlook underscores the currently experiencing a lower impact from
expected influential role of AI in reshaping AI, suggesting these domains still rely heavily
project management practices. The impact of on traditional management approaches and
AI is most prominently seen in areas such as individual competencies. This highlights potential
Data Collection and Reporting, Performance areas for future AI integration and development
Monitoring, and Project Time Management and in the field of project management.
Scheduling, indicating a trend toward using

Global AI Adoption and Expertise in Project Management

AI Maturity Level ≤ 4 60%

Engaged in AI Projects 35%

PMI Membership 84%

PMP Certified 74%

Bachelor/Master Degree 83%

AI Training Level ≤ 4 62%

Basic AI Knowledge 65%

Innovative Proposals 66%

Trust in Leadership 26%

AI Transformation Belief 76%

How much do you think that AI will change project management

way of working in the next three years?

5% 37% 57%

1 to 4 5 to 6 7 to 10

Low: 1-4 Medium: 5-6 High: 7-10

Artificial Intelligence and Project Management
†© 2024 Project Management Institute Sweden Chapter 36
 Regional Insights and Leading Countries

Countries Leading AI Adoption in

Project Management Globally
The concept of ‘Lead’ in AI is multifaceted, as nations and regions have varying strengths in different
aspects of AI. Therefore, national comparisons should be made cautiously, in the context of history,
current situations, and distinct policy landscapes. It is encouraging to note however, that our survey
received answers from 129 different countries, not just those cited in other reports as leading in AI,
indicating that AI is rapidly gaining interest worldwide.

Key Findings and Trends

The provided data offers a comprehensive global perspective on the impact of Artificial Intelligence
(AI) in project management, spanning across various continents: Asia, North America, Latin America,
Africa, Oceania, and Europe. Each region presents unique insights into the adoption and influence of
AI in this field.

Respondents by continent

Africa 135
Asia 542
Europe 681
North
America 717
Latin
America 203
Oceania 36

Total respondents: 2314

In Asia, a significant 79% of professionals Interestingly, North America shows a similar

believe AI will transform project management trend in AI’s impact on Data Collection and
(rating of 7 and above on a scale of 1-10 Reporting, Performance Monitoring, and
measuring impact), with major impact expected Project Time Management & Scheduling.
on Data Collection/Reporting, Performance Here, 76% of professionals foresee AI highly
Monitoring, and Knowledge Management. India transforming project management (rating of
(30%), Bangladesh (12%), Kazakhstan (10%), and 7 and above on a scale of 1-10). However, like
Saudi Arabia (6%) lead in responses, reflecting Asia, there’s a gap in AI training and knowledge,
diverse AI engagement across the continent. with 67% of companies rated low in providing

Artificial Intelligence and Project Management

†© 2024 Project Management Institute Sweden Chapter 37
AI training (4 or less on a scale of 1-10) and Oceania presents an interesting case with
65% of participants possessing basic or no AI a high belief in AI’s impact (86%) and a focus
knowledge. The USA (63%), Canada (23%), and on Data Collection/Reporting, Performance
Mexico (6%) are the top responding countries, Monitoring, and Knowledge Management.
indicating a concentrated focus on AI in Australia (69%) and New Zealand (25%)
these regions. dominate the responses.

Latin America reflects a strong belief (87%) Finally, Europe mirrors other regions in
in AI’s transformative potential, yet faces recognizing AI’s transformative potential (71%),
challenges similar to Asia and North America with Italy (26%), Sweden (13%), and Portugal
in AI training and expertise. Brazil leads in (11%) leading in responses. Stakeholder
responses (58%), followed by Peru (11%) and Management, Project Communication, and
Colombia (11%). Africa shows a parallel trend, Project Budgeting are consistently noted as
with a notable belief in AI’s impact (76%) but a low-impact areas across continents, suggesting
gap in organizational maturity and AI training. a global trend.

Artificial Intelligence and Project Management

†© 2024 Project Management Institute Sweden Chapter 38
Conclusion
While organizations are progressively engaging The identified impact areas of AI, such as
in AI projects, a noticeable gap in AI training Data Collection and Reporting, Performance
and expertise exists, indicating a pressing need Monitoring, and Project Time Management,
for upskilling initiatives. The strong affiliation signify a promising trend toward leveraging
of respondents with PMI and the prevalence AI for analytical capabilities and efficiency
of PMP certifications among them suggest improvement. However, the deficiency in AI
a solid foundation in project management impact in areas like Stakeholder Management
principles, creating a conducive environment and Project Communication suggests the
for the integration of AI. The age distribution need for further exploration and development.
insights, coupled with the professionals’ As project management continues to evolve,
optimistic outlook on AI’s transformative role embracing AI in traditionally less impacted
in project management within the next three domains presents an opportunity for growth
years, highlight the dynamic landscape ahead. and efficiency gains.

Recommendations
Strategic Implementation: Organizations should devise a strategic roadmap for AI integration,
focusing on areas with the highest impact potential, such as data analysis and project
monitoring. This should involve a phased approach, starting with pilot projects to gauge
effectiveness before wider implementation.

Investment in Training: Given the deficit in AI training and knowledge, it’s crucial to invest in
comprehensive training programs for project managers and teams. These programs should
not only cover the technical aspects of AI but also its application in project management.

Policy and Ethical Frameworks: Organizations need to develop robust policy frameworks to
address the ethical implications of AI, including data privacy, cybersecurity, and the potential
for job displacement. This involves creating guidelines that ensure AI is used responsibly
and ethically.

Collaboration and Global Standards: Encourage global collaboration to develop AI standards

and best practices in project management. This collaboration could take the form of
international forums, joint research initiatives, and knowledge-sharing platforms.

These recommendations aim to facilitate a more effective and equitable integration of AI in

project management, maximizing its benefits while mitigating associated risks and challenges.

Artificial Intelligence and Project Management

†© 2024 Project Management Institute Sweden Chapter 39
 Artificial Intelligence
in Europe
AI IN PROJECT MANAGEMENT

Key Findings
Europe
PARTICIPANTS

6%
Swed
en 83% of TOP
3
2 13% participants
: are members

681
Po
y

of PMI global
Ital

rtu

and/or PMI local chapters

11
gal

responses 71% are PMP certified. AREAS MOST

%

from IMPACTED BY AI
30
countries 81% Data
of participants Collection
hold Bachelor or Master and Reporting
of Science degree.

Gen-Xe
rs 2 in 3
of respondents
45
Performance
Monitoring
Majority industries
of respondents are males.
represented.

32% Knowledge
However,
IT Services Management
in 45-54 year stand out as the 24
old age group. most prevalent

Artificial Intelligence and Project Management

†© 2024 Project Management Institute Sweden Chapter 40
Europe Report
58% 62%
of professionals
Areas with LOW impact from AI
of respondents would propose
believe that their
organization’s AI
maturity level
new
innovative
• Stakeholder Management
• Project Communication
is projects
if their
• Project Budgeting
≤4
employer was
lagging in product innovation
on a and/or technology
scale of
1 to 10

However, it is
1 in 5 71% of professionals strongly believe
that AI WILL TRANSFORM the project
management way of working in the next

7+
would TRUST the leadership few years by on a scale of 1 to 10.
noteworthy that
in the same
40%
state that their
situation.

employers
are engaged in
AI projects that 64% 63% of companies are
are either at
production level
of participants possess minimally investing
NO or BASIC level of IN AI TRAINING for their
or running a knowledge/experience in AI.
proof of concept. employees (Rating of ≤4 on
a scale of 1 to 10).

The AI Watch[1] report highlights the significance The report provides an overview of national
of Artificial Intelligence (AI) as a transformative AI policies in areas such as human capital,
technology. It emphasizes the importance of market transition, networking, regulation, and
tracking AI’s development and deployment, infrastructure. It also discusses AI policies
given its potential impact on society and addressing societal challenges like the COVID-19
the economy. pandemic and climate change.

All EU Member States are formulating and At the same time, the 2021 Coordinated Plan on
implementing national strategies to harness AI’s Artificial Intelligence[2], published in April of that
benefits. As of June 2021, 20 Member States year, aims to boost AI investments, implement
and Norway have published their national AI AI strategies, and align AI policy to tackle global
strategies, while seven are in the final drafting challenges. This plan complements the Proposal
phase. Since the 2020 release of the AI Watch for a Regulation on Artificial Intelligence[3].
report, additional Member States, including
The European Union consists of 27 member
Bulgaria, Hungary, Poland, Slovenia, and
states and together with Norway and
Spain, have published their strategies.
Switzerland represent approximately 462.29
Cyprus, Finland, and Germany have
million people.
revised their initial strategies.

Artificial Intelligence and Project Management

†© 2024 Project Management Institute Sweden Chapter 41
AI Maturity in Europe
AI adoption in Europe is on the rise, capitalizing reveals that most European companies are
on its multilingual and multicultural environment, still in the planning or early-stage pilots of AI,
rich science and tech talent, and robust with only 28% having selectively implemented
manufacturing and services sectors. McKinsey, AI in certain processes. Our survey findings
in its AI in Europe: Tackling the Gap[4] report, align closely with those of Microsoft’s,
underscores AI’s potential to revolutionize indicating a significant opportunity for growth
various industries in Europe. However, a and advancement in AI applications across
Microsoft AI in Europe Report: At a Glance[5] the continent.

Countries Leading AI in Europe

Based on the most recent data from (the region comes second only to North
Eurostat[6], Denmark, Portugal, Finland, America), with half of the top 20 countries.
Luxembourg, and the Netherlands are at the The UK, Finland, and France lead in the region.
forefront of AI implementation in the private Eastern Europe, led by Estonia, ranks just
sector across Europe. It’s observed that large behind East Asia. Despite a significant gap with
enterprises are utilizing AI more extensively Western Europe, Eastern European countries
than small and medium-sized enterprises. are progressing in digital transformation. The
close scores within regions suggest regional
In the public sector, instead, the 2022
collaboration on AI readiness, with many
Government AI Readiness Index[7] ranks
initiatives at the EU level.
Western Europe as the second highest globally

Artificial Intelligence and Project Management

†© 2024 Project Management Institute Sweden Chapter 42
Key Findings and Trends
Significant opportunity for growth and advancement in AI application.
The level of AI maturity within organizations Furthermore, over 74% of companies are
is generally perceived to be quite low. In fact, minimally investing in AI training, as evidenced
over 70% of participants rate their company’s by respondents’ ratings of 1 to 4 on a 10-point
maturity level as less than or equal to 5 on a scale, which could impede successful AI
10-point scale. Only a handful of countries, implementation. This could indicate plans
including Denmark, Portugal, Spain, Sweden, to outsource AI tasks, underestimation of
and the UK, have attributed higher or maximum implementation effort, or a strategy to hire
maturity scores. AI-ready talent. Each approach carries risks,
including dependency on external entities,
A significant total of 38% of participants
unforeseen challenges, or hiring difficulties. It’s
indicated that their companies have no plans
vital for successful AI integration to consider
to implement AI, contrasting with a mere 16%
these factors.
who confirmed that AI is already deployed in
their organisations. This suggests a potential While most countries are still in the preliminary
lack of strategic direction or understanding of stages of implementation, if they’ve started
the benefits of AI at the organizational level. at all, a select few have announced that they
It’s also possible that some organizations are already have projects at production level or
cautious due to factors like cost, complexity, or are conducting a proof of concept, indicating
data privacy concerns. It underscores the need that companies are beginning to plan for AI
for increased awareness and education about implementation.
AI’s potential benefits and implementation
strategies.

What is the AI maturity within your organization?

46% 34% 7%

1 to 4 5 to 6 7 to 10

Low: 1-4 Medium: 5-6 High: 7-10

Artificial Intelligence and Project Management

†© 2024 Project Management Institute Sweden Chapter 43
AI will transform the project management way of working in the
next few years.
There is a strong interest among project managers to utilize AI not just as a tool for their work, but
also to gain deeper knowledge about AI model creation and to lead AI development projects. Most
participants believe that Artificial Intelligence (AI) will significantly impact project management and
alter the way of working within the next three years. However, there seems to be a gap between
this belief and the readiness of companies to embrace AI.

Upon examining the AI knowledge and experience of the respondents, it is evident that generally it
is quite limited, with nearly half indicating they possess only basic knowledge. However, about 30%
of respondents demonstrated an intermediate level of understanding, and a few even reported an
advanced level.

What level of knowledge and experience

do you have in AI?
Advanced

No experience
6%
17%

47%

29%

24%
Basic
Intermediary

Artificial Intelligence and Project Management

†© 2024 Project Management Institute Sweden Chapter 44
Mastering relevant AI skills is in-demand to stay ahead of the curve.
In terms of training investments, most they aren’t and the other 23% don’t know).
respondents confirmed that they have not However, among those planning to implement
started or are not even planned. Only a handful AI projects, only a small fraction (20%) have
have received basic or advanced training. This received specific training, either basic or
isn’t necessarily negative, as some AI tools don’t advanced. A significant 47% reported not
require specific AI training or knowledge due to having received any training at all.
their seamless integration into other services.
It is important to note that the specific skills in
Nonetheless, respondents feel that some
demand may vary depending on the industry
form of training is necessary and are seeking
and organization but, in the context of AI,
assistance internally or independently.
mastering relevant skills can help individuals and
Interestingly, about 40% of respondents stated organizations stay competitive and adapt to
that they are either building or recruiting AI the changing landscape.
capabilities within their organizations (35% say

Are you building or recruiting AI competence to your organization?

42% 35% 23%

Yes Maybe No

If yes to plans implementing AI –

Have you received any
AI training from your employer?

Yes, advanced
training

Yes, basic 4%
training
15%

47%

34%

Not
applicable
Not yet

Artificial Intelligence and Project Management

†© 2024 Project Management Institute Sweden Chapter 45
Professionals are increasingly considering company’s adaptability to
AI technology.
Professionals are increasingly considering a company’s adaptability to AI technology when deciding
whether to stay with their current employer or seek new job opportunities. According to our survey
responses, the primary strategy professionals would employ is to propose innovative projects
within their organization, thereby fostering an environment of innovation.

If your organization were lagging in product innovation

and/or technology, what would you do?

Look for new position 20% 54% 26%

in other organization

Look for new position 20% 48% 33%

within the organization

Propose new 62% 31% 7%

innovative projects

Trust the 21% 49% 30%

leadership

Open my 12% 35% 53%

own company

Yes Maybe No

Artificial Intelligence and Project Management

†© 2024 Project Management Institute Sweden Chapter 46
Conclusions and
Recommendations
With the advent of the AI revolution, many countries and organizations
are eager to invest in this emerging technology. This has led to a surge in
professionals seeking to enhance their skills and stay at the forefront of
this transformation. Online videos, podcasts, webinars, and books have
become popular resources for self-improvement, as they provide up-to-date
information on the rapidly evolving field of AI.

Looking ahead, project management professionals believe that an innovative

mindset and the ability to make data-driven decisions will be crucial skills.
Business acumen is also seen as important. These findings suggest that while
AI is expected to streamline tasks and lighten workloads, it is not anticipated to
replace human labor immediately. Instead, the future of project management
may be shaped by leaders who can leverage data-driven insights while also
bringing unique vision and direction to their roles.

Artificial Intelligence and Project Management

†© 2024 Project Management Institute Sweden Chapter 47
Artificial Intelligence
in North America
AI IN PROJECT MANAGEMENT

Key Findings
North
America
PARTICIPANTS
92% of TOP
63% Canada
3
participants
e: are members

717
of PMI global
Unit Stat

:2

and/or PMI local chapters

3%

responses 81% are PMP certified.

® AREAS MOST
IMPACTED BY AI
ed

from
Mexico
6%

18
countries 84%
of participants
Data
Collection
hold Bachelor or Master and Reporting
of Science degree.

Performance
Majority
of the
respondents
61%
of respondents
44 Monitoring
industries

34%
are represented.
males. However, Project Time
are from the IT Services Management &
45-54 stand out as the 24
age group. most prevalent Scheduling

Artificial Intelligence and Project Management

†© 2024 Project Management Institute Sweden Chapter 48
North America Report
66% 67%
of professionals
Areas with LOW impact from AI
of respondents would propose

new
believe that their • Stakeholder Management
organization’s AI
maturity level innovative • Project Communication
is projects
if their
• Project Budgeting
≤4
employer was
lagging in product innovation
on a and/or technology
scale of
1 to 10

However, it is
76% of professionals believe that
AI WILL TRANSFORM the
project management way of
noteworthy that working in the next few years by

7+ on a scale of 1 to 10.
33%
state that their
employers
67%
are engaged in
AI projects that 65% of companies are rated
are either at
production level
of participants possess
NO or BASIC level
4 or less
or running a IN AI TRAINING
knowledge and experience
proof of concept. in AI. for their employees
(on a scale of 1 to 10).

Artificial Intelligence is undeniably a game- This report further aims to highlight the
changer in North America, and the numbers and significant inroads AI is making into project
metrics of this report speak volumes about its management, underscoring the growing
transformative impact. According to a report integration of AI tools and technologies in
by Technavio, North America is estimated to optimizing project workflows and outcomes -
contribute 56% to the growth of the global ultimately driving greater efficiency and
artificial intelligence market share during the success in project management practices
forecast period (2023 - 2027). Moreover, North across the continent.
America is home to some of the world's leading
AI research institutions, producing over 60% of
global AI research papers.

Artificial Intelligence and Project Management

†© 2024 Project Management Institute Sweden Chapter 49
Countries Leading AI in North America
As mentioned in the Fortune Business Insights harness changing user requirements. Canada
report, North America (with the United States also exhibits strong growth potential, with a
leading the way) dominates the global AI market focus on AI research, talent development, and
with the presence of hyper scalers like IBM, government support. Our studies confirm these
Microsoft Corp. and others, using those who statements, as the number of responses is
have the agility to upgrade their respective AI considerably high in these two countries.
technologies to develop solutions necessary to

Key Findings and Trends

For the skill "Data Storytelling," most eagerness to adapt to cutting-edge technology
respondents (56%) are familiar with it, while in project management. Likewise, 68% of those
only 11% consider themselves practitioners. surveyed are willing to lead AI development
In contrast, regarding "Deep Learning / projects, underlining the transformational
Neural Networks", a significant portion (58%) role of AI enthusiasts in shaping the future of
have no knowledge and only 5% identify as project management.
practitioners. For "Data Ethics" and "Data
Our findings also highlight the significance
Visualization", the familiarity is high, with 56%
of AI as a potent tool. A whopping 83% of
and 55% respondents, respectively, being
respondents stated they are interested in
familiar, and a notable number of practitioners,
leading projects using AI as a tool, underscoring
particularly in data visualization (22%).
the widespread enthusiasm for leveraging
Interestingly, respondents aged 55 - 64 showed artificial intelligence in project leadership and
relative indifference (choose "Maybe") to learn management. Additionally, 82% are committed
something more about AI, with the likelihood of to understanding how AI models work, equipping
this increasing by 1.63x. themselves with essential knowledge to navigate
this exciting terrain. Moreover, a substantial
An impressive 75% of respondents expressed
78% of respondents are devoted to creating a
their enthusiasm for learning how to create AI
business case for AI applications, illustrating a
models. This signifies a profound curiosity and
keen eye for opportunities and innovation.

Artificial Intelligence and Project Management

†© 2024 Project Management Institute Sweden Chapter 50
In the face of organizational stagnation 21.48% trust their leaders wholeheartedly,
in product innovation and technologies, 54% are in the 'maybe' category, showing
professionals are contemplating their next potential for increased trust-building and
steps. A notable 19% are actively seeking new alignment with leadership. Nevertheless, 24%
positions in other organizations, while 47% remain skeptical, emphasizing the importance
are considering this as a potential option. of transparent and effective leadership
These figures reflect a proactive approach in in the journey of AI integration in project
response to challenges within the organization. management.

For those who opt to stay within their current 33% of respondents confirm that their
organizations, 19% are exploring new roles organizations have plans that are underway
and opportunities, while 43% are open to the to implement AI; however, approximately
possibility. This demonstrates a dynamic spirit 50% of these respondents report that they
and a willingness to adapt and grow within the have not yet received any AI training from
current work environment. their respective employers. This suggests
that while many organizations recognize
In the quest for progress, a remarkable 67%
the importance of AI and have plans to
are keen to propose new innovative projects,
incorporate it, they might be lagging in terms
showcasing a strong commitment to drive
of employee training. The large number of
change and embrace innovation. This appetite
respondents who have not received any
for innovation is a testament to the forward-
training suggests that there might be a gap
thinking nature of professionals in the field.
between an organization's intent to adopt AI
Finally, our survey also sheds light on the trust and its execution in terms of skill development.
professionals have in their leadership. While

If your organization were lagging in product innovation

and/or technology, what would you do?

Trust the
Leadership 21% 54% 24%

Yes Maybe No

Artificial Intelligence and Project Management

†© 2024 Project Management Institute Sweden Chapter 51
Conclusion
The dataset demonstrates a clear trend of increasing AI integration in project management across
North America, with the United States at the forefront. This reflects a broader movement towards
digital transformation and the adoption of advanced technologies in various industries:
• A total of 597 respondents (83%) expressed an interest in leading projects utilizing AI as a tool,
while 68% expressed an interest in leading projects focused on AI development. This underscores
that most respondents acknowledge the need to be skilled in AI to stay sought-after in the
evolving digital economy.
• The age group of 45 - 54 years has the highest interest. This indicates that mid-career
professionals see AI as a valuable skill for remaining competitive in the job market.
• The “45 - 54 years” age group also represents 24% of respondents interested in leading AI
development-related projects. This underscores the growing recognition of AI's strategic
importance in this professional domain.

Recommendations
Fostering AI Integration in Other Countries: While the United States and Canada show high
AI adoption, there is room for growth in other North American countries. Initiatives to promote
AI awareness and training could be beneficial.

Case Studies and Best Practices: Extracting and disseminating case studies from the United
States and Canada could serve as valuable learning resources for other countries.

Further Research: Additional research into the specific types of AI tools used and the
challenges faced could provide deeper insights and guide future AI integration strategies in
project management.

Artificial Intelligence and Project Management

†© 2024 Project Management Institute Sweden Chapter 52
 Artificial Intelligence
in Asia
AI IN PROJECT MANAGEMENT

Key Findings
Asia
PARTICIPANTS
Bangl
% 1
ade
sh 79% of TOP
30 2%

3
participants
Ka 0%

are members

542
za
a:

of PMI global
kst
1
Indi

and/or PMI local chapters

an

responses 74% are PMP certified. AREAS MOST

Arabia

®
IMPACTED BY AI
Saudi

from
6%

37
countries 81%
of participants
Data
Collection
hold Bachelor or Master
of Science degree.
and Reporting

Gen-Xe
rs 83% Performance
Majority
of respondents
are males.
40 Monitoring
of respondents industries
represented.
45%
in 35-44 year
IT Services
most common at 25%.
Knowledge
Management
old age group.

Artificial Intelligence and Project Management

†© 2024 Project Management Institute Sweden Chapter 53
Asia Report
65%
79%
Almost

56% of professionals

79%
would propose
of respondents
believe that their
organization’s AI
new
innovative
of professionals
believe that
AI WILL
of participants
have BASIC or
maturity level projects if TRANSFORM INTERMEDIATE
is employer was the project knowledge and
lagging in product management way experience in AI.

≤4
of working in the
innovation and/or technology
BUT
next three years 15%
38%
on a (rating of 7+ of participants have
scale of on a scale of LITTLE knowledge/
1 to 10 1 to 10 measuring NO experience.
would TRUST the leadership impact).
BUT as second choice, in the

35%
same situation.

of organizations Areas with LOW impact from AI

56%
are engaged in
AI projects that
are either at • Stakeholder Management
of companies are
production level NOT INVESTING
or running a in AI training for • Project Communication
proof of concept. their employees
(effort ≤4 on a • Project Budgeting
scale of 1 to 10.

AI in Asia is governed by a synergy of are Singapore’s $700 million investment in AI

governmental strategies and regional and Malaysia’s RM 2.84 billion digital budget. In
cooperation. East Asian AI development is South Asia, India projects AI growth at a CAGR
driven by China’s 2019 multi-trillion RMB ‘A New of 30.8%, reaching $881 million by 2023, while
Generation Artificial Intelligence Development Bangladesh’s National Strategy for Artificial
Plan’, Japan’s investment goal of 30 trillion Intelligence aims to harness AI for societal good.
yen by 2026, and the Republic of Korea’s 1.02 Kazakhstan leads Central Asia with a $362
trillion won allocation to semiconductor chip million 5-year development budget, including
expertise, while private efforts include South AI. In the Middle East, the UAE’s goal of AED
Korea’s SK Telecom’s investment of $100 million 335 billion in extra growth from AI and Saudi
in Anthropic. The Association of Southeast Arabia’s SAR 776 million AI joint venture with
Asian Nations, (ASEAN) emphasizes regional Hong Kong based SenseTime Group as part of
AI collaboration; notable member initiatives its $20 billion AI investment goal are notable.

Artificial Intelligence and Project Management

†© 2024 Project Management Institute Sweden Chapter 54
AI Maturity in Asia
Asia’s AI maturity is underpinned by education, in real-time natural disaster management,
research, and application. AI learning is woven optimizing maintenance for Malaysia’s oil giant
into primary schools in China, Singapore, Petronas with RM 15 million savings, securing
and Kazakhstan and bolstered by university identity verification via India’s Aadhar system,
offerings region-wide and AI training powering Singapore’s smart cities and SELENA+
bootcamps. Initiatives like Digital India and to detect eye diseases and AI-driven projects
Singapore’s “AI for Everyone” aim to enhance for telecom services, IoT, and smart city
AI literacy. In the Middle East, Qatar’s provision solutions by Etisalat Digital in the UAE. Amidst
of internet access to nearly 94% of the the enthusiasm for AI adoption, several Asian
population and the educational activities of nations recognize the importance of regulatory
the QCRI Centre for Artificial Intelligence structures based on ethical principles like
contribute to the nation’s high digital skill level. fairness, privacy, data security, accountability,
China’s global lead in AI is marked by its 29,853 transparency, and safety in AI applications;
patents in 2022. Applications of AI in Asia however, few laws have yet been enacted.
include regulating traffic in China, aiding Japan

Countries Leading AI in Asia

Asia is emerging as a leader in AI, with Asian nations were in the top 10 in 2021:
Singapore second only to the United States Singapore in first place, followed by the UAE,
followed by the Republic of Korea and Japan Qatar and Malaysia. Yet, the state of AI in
in the top 10 nations of the Oxford Insights Asia is inconsistent, with some subregions
Government AI Readiness Index 2022. On and nations excelling while others are just
Wiley’s Digital Skills Gap Index (DGSI), four taking their first steps in digital technology.

Artificial Intelligence and Project Management

†© 2024 Project Management Institute Sweden Chapter 55
Key Results
AI Knowledge & Experience of Respondents
Most reported basic (49%) or intermediate (31%) familiarity and 47% reported no knowledge.
knowledge and experience in AI overall, while 15% However, nearly 40% of the participants have
reported no experience at all. For specific data- worked on AI-related projects; of these, 65%
science skills, on average, only 11% considered feel they have achieved the desired outcome
themselves practitioners, while 41% reported (ratings between 7-10 on a scale of 1-10).

How are you acquainted or experienced with the following

Data Science related skills?

Data
Visualization 23% 47% 30%

Cloud Computing
(AWS, Azure, 17% 45% 39%
Google Cloud)

Programming 17% 41% 42%

Languages
Time Series
Analysis / 11% 38% 51%
Sequential Data
Data
11% 50% 39%
Storytelling

Image Segmentation
7% 39% 54%
& Classification

Data 12% 46% 42%

Ethics

DataOps /
MlOps / DevOps 8% 35% 57%

Image Localization /
6% 38% 56%
Object Detection

Deep Learning /
Neural Networks 7% 37% 56%

Natural Language
Processing 5% 42% 53%

Practitioner Familiar with No Knowledge

Artificial Intelligence and Project Management

†© 2024 Project Management Institute Sweden Chapter 56
Impact of Artificial Intelligence on Project Management
79% of respondents felt AI would change the project management way of working significantly in the
next three years (ratings between 7-10 on a scale of 1-10). AI is expected to have the highest impact
on Data Collection / Reporting (72%), Performance Monitoring (62%), Knowledge Management (57%),
with Stakeholder Engagement being the least affected (27%).

Organizational AI Status & Respondent Attitudes

In contrast to the predicted high impact of However, despite these plans, a striking 52% of
AI, 56% of participants rate their company’s respondents from these organizations report
maturity level as 4 or less (on a scale of 1-10). not having received any training at all.
Further, only 40% report efforts to recruit
65% of respondents would counter their
and/or develop AI competence; of these, AI
company's lag in technology with new and
resources are allocated locally in 48% and
innovative project proposals. However, 51%
38% have a dedicated Centre of Excellence.
also chose ‘Maybe’ when asked about seeking
35% of organizations are pressing ahead
roles outside the company as an alternative,
with AI projects, with 12% in production and
elaborated further in the graph.
23% in the proof-of-concept or planning
phases and another 30% discussing projects.

If your organization were lagging in product innovation

and/or technology, what would you do?

Look for new position 27% 51% 22%

in other organization

Look for new position 27% 45% 27%

within the organization

Propose new 65% 32% 4%

innovative projects

Trust the 38% 46% 16%

leadership

Open my 18% 40% 42%

own company

Yes Maybe No

Artificial Intelligence and Project Management

†© 2024 Project Management Institute Sweden Chapter 57
Becoming Future Ready
Project management skills are more important than technical AI-related skills for the future, with an
innovative mindset (77%), the ability to make data-driven decisions (74%), and business acumen (62%)
topping the list. A striking majority are eager to learn more applications of AI. Books (75%) and online
videos (68%) are the main sources of learning.

Are you interested to learn more about how to use AI as tool

in project management or run AI projects?

Learning how to
81% 13% 6%
create AI models

Lead projects on AI 78% 15% 6%

development

Lead projects 87% 9% 3%

using AI as a tool

Learning how AI 87% 11% 3%

models work

Learn how to create

a business case for 87% 9% 3%
AI applications

Yes Maybe No

Conclusions and
Recommendations
Based on the survey findings, organizations that wish to optimize project
outcomes would benefit from formulating a clear AI strategy and policy, which
prioritizes training employees in AI skills and promoting data literacy, innovation,
and strategic business skills. Adopting AI tools for enhanced project efficiency
and data analysis and establishing cross-functional teams combining AI experts
and project managers could improve project delivery significantly. Organizations
must pay heed to employee engagement and retention, by encouraging project
managers to innovate and pitch new projects, offering clear career growth
pathways and development programs, and enhancing trust in leadership by
transparency and collaborative decision-making. Finally, organizations would
do well to leverage government AI initiatives to promote company projects and
stay informed of policy shifts to proactively adapt organizational strategies.

Artificial Intelligence and Project Management

†© 2024 Project Management Institute Sweden Chapter 58
 Artificial Intelligence
in Africa

AI IN PROJECT MANAGEMENT

Key Findings
Africa
PARTICIPANTS
Sou
Africth
ge
ria
9%
a
82% of TOP
3
i Ke
N
1 6% 8 participants
ny

are members

135
a
%

of PMI global
and/or PMI local chapters
responses 70% are PMP certified.
® AREAS MOST
from IMPACTED BY AI

30
countries 86% Data
of participants Collection
hold Bachelor or Master
of Science degree. and Reporting

ials Performance
MillennMajority 4 in 5 32 Monitoring
industries
of respondents of respondents represented.
are males.
38%
are from the 35-44
IT Services
and Construction
stand out as the
Project Time
Management & 24
age group. most prevalent. Scheduling

Artificial Intelligence and Project Management

†© 2024 Project Management Institute Sweden Chapter 59
Africa Report
63% 76%
of professionals
Areas with LOW impact from AI
of respondents would propose
believe that their innovative • Stakeholder Management
organization’s AI
maturity level
is
projects and
24% new • Project Communication
would look for a new position in
• Knowledge Management
≤4
other organisations if the
employer was lagging in product
on a innovation and/or technology

1 in 4 76%
scale of
1 to 10 of professionals believe that
AI WILL TRANSFORM the
would TRUST the leadership project management way of
However, it is in the same situation. working in the next few years by

7+
noteworthy that on a scale of 1 to 10.
24%
state that their
employers OVER
are engaged in
AI projects that 71% 71%
of companies are rated
are either at
production level
of participants possess
NO or BASIC level 4 or less
or running a knowledge and experience IN PROVIDING AI TRAINING
proof of concept. in AI. for their employees
(on a scale of 1 to 10).

According to Statista, Africa is the 2nd largest this, Africa managed to supply 135 responses
continent with 54 countries with a population of from 30 countries, the top three coming from
more than 1.4 billion people. Nigeria, South Africa, and Kenya.

PMI Africa joined this project in the middle of The African continent’s intent is on leveraging
August 2023. Due to other commitments, they the digital transformation process to achieve
had no possibility to join the project team. At sustainable growth and development, as
the time Africa joined, we only had an English evidenced by the SMART AFRICA initiative. One
version of the survey. With only 13% of the of the main elements of this digitalization thrust
African population speaking English according relates to the application of AI technology.
to Business Insider Africa in September 2021, The Smart Africa Alliance includes 39 African
this has probably impacted the number of countries that represent over 1 billion people.
responses in addition to joining late. Despite

Artificial Intelligence and Project Management

†© 2024 Project Management Institute Sweden Chapter 60
AI Maturity in Africa
According to Business Consulting Group, AI strategies. In a June 2022 Quartz article,
November 2022, African countries scored Mauritius emerged as the pioneer in the region
between 1.8 and 5 on the Digital Skills Gap Index, to publish such a strategy, followed by Kenya.
far below the global average of 6. Only 11%
The African Union Development Agency (AUDA-
of Africa’s tertiary education graduates have
NEPAD) in South Africa initiated work on “The
formal digital training. To meet the demand
African Union Artificial Intelligence Continental
for digital services on the continent, 650
Strategy for Africa.” Egypt has taken steps
million workers would need to be trained or
by establishing a National Council for Artificial
retrained in digital skills by 2030. As mentioned
Intelligence and an African Working Group on
in the 2022 Government AI readiness Index
AI, aiming to develop a unified AI strategy for
published by UK-based Oxford Insights, North
the entire African continent. Nigeria, although
Africa countries score relatively low in the
lacking a standalone AI strategy, published the
infrastructure dimension, whereas Sub-Saharan
National Digital Economy Policy and Strategy
African countries have particularly low scores
2020-2030 that prioritizes AI through the
in the technology sector pillar. Despite facing
Digital Society and Emerging Technologies pillar,
low scores, African nations are recognizing the
leading to the creation of The National Centre
potential of AI and actively formulating national
for Artificial Intelligence and Robotics.

Countries Leading AI in Africa

The Quartz article, June 2022, highlights that South Africa, Kenya, Egypt, and Nigeria are the
countries that dominate in AI in the continent’s cardinal regions. However, it is important to note that
many African nations still lack the statistical capacity, infrastructure, and good governance necessary
to see AI take off.

Employment Status
Among the survey participants, 80% are employed, 14% are self-employed, and the remaining
individuals are either students or have other employment status.

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Knowledge, Experience and
Participation in AI
Out of the survey respondents, around 55% Moreover, participants were queried with a
reported possessing a basic knowledge series of questions aimed at assessing their
and experience in AI, while 25% indicated an proficiency in Data Science-related skills. The
intermediate level of expertise. An advanced level results revealed that, on average, just over 50%
of AI knowledge and experience was reported by of the respondents had no knowledge of the
only 4% of the participants. The remaining 16% skills mentioned, almost 40% were only familiar
of individuals had no prior exposure to AI, mostly with them, while fewer than 10% considered
represented by 35-44 and 45-54 age groups. themselves practitioners in the field.

How are you acquainted or experienced with the following

Data Science related skills?

Data 16% 58% 26%

Visualization
Cloud Computing
(AWS, Azure, 12% 45% 43%
Google Cloud)
Programming
11% 40% 49%
Languages
Time Series
Analysis / 7% 41% 53%
Sequential Data
Data
11% 43% 46%
Storytelling

Image Segmentation 8% 23% 69%

& Classification

Data
Ethics 12% 48% 40%

DataOps /
MlOps / DevOps
7% Chart
24% 18.4.1 68%

Image Localization /
Object Detection 7% 30% 63%

Deep Learning /
6% 27% 67%
Neural Networks

Natural Language
6% 33% 61%
Processing

Practitioner Familiar with No Knowledge

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Interest in Learning about AI
Next, the survey assessed participants’ a minimal average of just over 3% of individuals
interest in learning more about AI. The findings showed no interest at all in learning about AI
highlighted that over 80% expressed a keen across the categories. These figures are more
interest in learning how to create AI models, or less the same across all six continents.
more than 75% were enthusiastic about taking
When considering this aspect through the lens
a leadership role in AI development projects, and
of different age groups, a noticeable trend
over 85% of respondents showed interest in
emerges: a stronger interest is evident among
leading projects using AI as a tool, learning how
the younger generations, while it gradually
AI models function, and learning how to create
wanes as age increases.
a business case for AI applications. In contrast,

Are you interested to learn more about how to use AI as tool

in project management or run AI projects?
2%
Learning how to
create AI models 81% 17%

Lead projects on AI 76% 16% 9%

development
2%
Lead projects
using AI as a tool 87% 11%

1%
Learning how AI
86% 13%
models work
1%
Learn how to create
a business case for 87% 11%
AI applications

Yes Maybe No

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AI Maturity in Organizations
Based on the respondents’ answers, the the continents participating in the survey.
average AI maturity rate within their respective For the remaining 76% of respondents, their
organizations was 3.66 out of 10, which is organizations either had no defined plans,
the second lowest rate among all six regions they were uncertain, or there were ongoing
participating in the survey. Interestingly, the discussions without firm commitments.
average effort that the same organizations
invested in training to make their personnel AI Are you building or recruiting
ready was not so high as well - 3.2 of out 10. AI competence to your organization?
This rate is also the second lowest across the
six regions.

Notably, only about 30% of participants firmly

stated that their employers built or recruited AI No
competence, which is the lowest rate among all Yes
30%
six continents. The remaining 70% were either
uncertain or confirmed that their employers did 42%
not pursue the development or recruitment of
AI competence.

Surprisingly, a mere 6% of respondents

27%
reported that their organizations had concrete
I don’t know
plans to implement AI at a production/
deployed level, while 18% stated that such
plans existed at the proof-of-concept stage
and both percentages are the lowest across

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Becoming Future Ready
In order to be prepared for the challenges presented by AI in project management, the African
respondents highlight the high importance of innovative mindset (79%), ability to make data-driven
decisions (77%), business acumen (66%), ethics on AI (64%), and cybersecurity and privacy (64%).

Which skills do you think will be required in the future

project management role?

Data Science 54% 41% 5%

Skills

Innovative 79% 20% 1%

Mindset

Cybersecurity 64% 27% 8%

and Privacy
Legal and
Regulatory 55% 39% 6%
Compliance
Ability to make
data-driven 77% 22% 1%
decisions
Data
Literacy 59% 40% 1%

Ethics
on AI 64% 34% 2%

Business 66% 31% 3%

Acumen

Domain
50% 46% 4%
Expertise

High Impact Medium Impact Low Impact

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Conclusion
Artificial Intelligence can play a significant role in exploiting the potential of
Africa’s fast-growing population. Africa’s commitment to digital transformation,
evident in initiatives like SMART AFRICA, aligns with the growing importance of
AI. However, Africa is lagging behind the rest of the world in AI utilization, which
is also supported by the data analysis results presented above. The survey
results and the market research highlight critical issues such as the significant
digital skills gap and a need for enhanced infrastructure and governance to fully
realize AI's potential.

The project management professionals from this region participating in the

survey show strong interest in learning AI and applying this technology in
project management which emphasizes the importance of focused education.
The knowledge gap, especially in AI and Data Science-related skills, underscores
the necessity for comprehensive training programs.

Organizational AI maturity in Africa, reflected in low average rates and minimal

employer commitment, indicates room for growth and improvement.

In conclusion, AI has the potential to revolutionize various sectors in Africa and

help address some of the challenges faced by African nations. However, there is
a need for large amounts of investments in infrastructure and resources to fully
exploit the potential of AI in Africa.

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 Artificial Intelligence
in Latin America
AI IN PROJECT MANAGEMENT

Key Findings
Latin
America
PARTICIPANTS

% 76% of TOP
58
3
P participants
1 are members
er

203
:

of PMI global
1%
Brazil

and/or PMI local chapters

responses AREAS MOST
Colombia

68% are PMP certified.

11%

®
from IMPACTED BY AI
10
countries 82%
of participants
Data
Collection
hold Bachelor or Master and Reporting
of Science degree.

-Xers
GenMajority 8 in 10
of respondents 33
Performance
Monitoring
of are males. industries
the respondents represented.

39% However,
IT Services Risk
are from the stand out as the Management
45-54 age group. most prevalent

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Latin America Report
47% 74%
of professionals
Areas with LOW impact from AI
of respondents would propose

new
believe that their • Stakeholder Management
organization’s AI
maturity level innovative • Project Communication
is projects
if their
• Project Budgeting
≤4
employer was
lagging in product innovation
on a and/or technology

87%
scale of

3 in 10
1 to 10 of professionals believe that
AI WILL TRANSFORM the
project management way of
However, it is would TRUST the leadership working in the next few years by
noteworthy that
7+
in the same situation. on a scale of 1 to 10.
37%
state that their
employers
53%
are engaged in
AI projects that 60% of companies are rated
are either at
production level
of participants possess
NO or BASIC level
4 or less
or running a IN PROVIDING AI TRAINING
knowledge and experience
proof of concept. in AI. for their employees
(on a scale of 1 to 10).

A 2022 report from OECD demonstrates that Colombia, Costa Rica, Mexico, and Peru)
governments around the world are adapting adopted in 2019.
to the new possibilities offered by AI to
In the private sector, Latin America still has
transform government. Those in Latin America
a timid embrace of the AI scenario, with less
are no exception and are seeking to take
than 0.5% of private investment dedicated to
advantage of the immense potential of AI by
AI development. The number of AI companies in
experimenting with it in the public sector for
2018 was around 260. This number more than
different uses, including improving government
doubled in two years, reaching 490 in 2020. In
efficiency and decision making, increasing
this scenario, Brazil is currently the country
public safety and security, and enhancing
holding the biggest number of AI companies
education systems just to mention a few.
with 42% of the total, followed by Mexico and
Seven countries have developed, or are Chile. The Brazilian government continues to
developing, a national AI strategy (Argentina, push the private sector with initiatives such as
Brazil, Chile, Colombia, Mexico, Peru, and the Brazilian Strategy on AI launched in 2021
Uruguay), and seven have adhered to the and already in 2023 launched a new initiative to
OECD AI Principles (Argentina, Brazil, Chile, hire startups that develop AI solutions.

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AI Maturity in Latin America
Governments in the Latin America region that developed or are developing a national AI strategy have
made tremendous progress in the strategizing for and experimenting with AI in the public sector. Still,
almost 50% of the countries have no known complete or forthcoming strategy. This shows a two-
speed region.

Countries Leading AI in Latin America

According to the first edition of ILIA (Indice higher positions. The 2022 Government AI
Latinoamericano de Inteligência Artificial) Readiness Index already showed this trend
published in 2023, Chile has demonstrated its in 2022.
leading position in AI due to its technological
ILIA also concludes that most of the
development. This report also highlights that
countries have regulatory progress on
although no country stands out in all the
issues that are fundamental to AI, but
dimensions assessed, there is a group of
the region is still below the global average
countries (Chile, Brazil, Colombia, Uruguay and
regarding technological skills related to AI.
Argentina) that are consistently ranked in the

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Key Findings and Trends
A long way to go for basic AI skills
When it comes to knowledge of the basic that the region is still below the global average
skills related to AI, Latin American participants regarding skills related to AI.
acknowledge a lack of knowledge or experience
The clear distinction between the experience
in the field. Of the 11 dimensions measured,
in the technological and AI skills lead us to
in three - DataOps, Deep Learning and NLP -
conclude that the Latin American participants
more than 50% of the respondents claimed
have the necessary technological knowledge
no knowledge whatsoever. On the other hand,
to focus their learning on the AI related skills.
we see experience in the more traditional
This is an advantage in order to speed up the
technological related skills, Data Visualization,
shortening of the skill gap.
Cloud Computing and Programming Languages.
These observations confirm the ILIA report

How are you acquainted or experienced with the following

Data Science related skills?

Data Visualization 25% 51% 24%

Cloud Computing 22% 53% 26%

(AWS, Azure, Google Cloud)

Programming Languages 21% 46% 33%

Time Series Analysis /

17% 33% 50%
Sequential Data

Data Storytelling 13% 56% 31%

Image Segmentation 11% 41% 48%

& Classification

Data Ethics 10% 51% 38%

DataOps / MlOps / DevOps 10% 32% 58%

Image Localization /
10% 42% 48%
Object Detection

Deep Learning /
9% 34% 57%
Neural Networks
Natural Language
Processing 7% 41% 52%

Practitioner Familiar with No Knowledge

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Huge impact of AI on Project Management
Latin American respondents express a great the least impact. Interestingly, more than 65%
enthusiasm for AI's impact in all areas of project of respondents still have a very positive view of
management. Data Collection and Reporting the potential of AI in Stakeholder Management
and Performance Monitoring are areas almost (‘High’ and ‘Medium’ percentages combined).
unanimous, with 70% or more, where AI will have
Management of the stakeholder environment
a high impact. Eight of 10 measured dimensions
and relationships is a highly complex
have an above 85% of respondents saying
management task so the positive view of the
that AI will have a high or medium impact. On
potential of AI in this area could indicate an over
the other hand, Project Communication and
confidence in the current capabilities of AI.
Stakeholder Management are considered to have

How do you think AI will impact the following areas of

Project Management?

Data Collection
77% 18% 4% 1%
and Reporting

Performance 70% 25% 3% 2%

Monitoring

Risk
64% 28% 7% 1%
Management

Knowledge 63% 27% 9% 2%

Management
Project Time
Management & 63% 32% 3% 3%
Scheduling

Cost 56% 35% 8% 1%

Management

Project
54% 35% 9% 2%
Budgeting

Project 50% 42% 6% 2%

Planning

Project 38% 39% 20% 3%

Communication
Project
Stakeholder 23% 45% 28% 4%
Management

High Medium Low No

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Organizations highly engaged with low investment
The Latin American region has a fair number sector with initiatives such as the Brazilian
of organizations, 37%, engaged in AI projects Strategy on AI are starting to show results.
that are either in a production level or
Out of 37% of participants who confirm that
running a proof of concept. Still 36% of
their organizations have plans to implement AI,
participants report that their organizations
only 12% report receiving advanced AI training.
are engaged in ongoing discussions without
A whopping 81% reported receiving basic or no
concrete commitments.
training at all. It comes as no surprise that 53%
This high level of engagement of the of the participants consider that the efforts of
organizations in Latin America could be a sign their employers to invest in AI training are low
that government initiatives to push the private (4 or less on a scale of 1-10).

Has the organization which you are

currently working for (consultant / employee)
any plans on implementing AI?

Planned,currently At production
running a Proof level/deployed
of Concept
12%
25%

Discussed
37% but no
13% firm plans
No
13%

I don’t know

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PM Community highly committed to driving the revolution
The project management community is vigilant on their organization's efforts in product innovation
and technology and will propose new innovative projects if they realize the organization is lagging.
We also see a clear indicator of the willingness of the community to change positions in the same
organization or even move to a different one.

If your organization were lagging in product innovation

and/or technology, what would you do?

Look for new position 22% 46% 32%

in other organization

Look for new position 31% 44% 26%

within the organization

Propose new
innovative projects Chart 18.5.4 74% 20% 6%

Trust the 30% 49% 21%

leadership

Open my 19% 40% 40%

own company

Yes Maybe No

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Becoming Future Ready
To be prepared for the challenges posed by AI in project management, Latin American respondents
emphasize the high impact of Innovative Mindset (78%), Data-driven Decision Making (78%), and
AI Ethics (62%). The fact that the project management community in this region recognizes the
importance of AI Ethics shows their commitment in overcoming the challenges of using this
technology in a responsible way.

Which skills do you think will be required in the

future project management role?

Data Science 59% 35% 6%

Skills

Innovative 78% 21% 1%

Mindset

Cybersecurity 50% 43% 7%

and Privacy
Legal and
Regulatory 48% 5%
Compliance 46%
Ability to make
data-driven 78% 19% 3%
decisions
Data 44% 48% 7%
Literacy

Ethics
62% 33% 5%
on AI

Business 59% 37% 4%

Acumen

Domain 45% 49% 4%

Expertise

High Impact Medium Impact Low Impact

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†© 2024 Project Management Institute Sweden Chapter 74
Conclusions and
Recommendations
The AI revolution has arrived and although in the early stages, the project
management community in Latin America is already enthusiastic and highly
committed to proactively drive the changes that, for sure it will bring. With the
vast majority of the community with basic knowledge and little or no AI project
experience, it’s still very interested in learning more about AI. Organizations,
both public and private, have the challenge to create the conditions to provide
AI related skills training for existing employees (upskilling and reskilling) - it’s
essential to shorten the gap to other regions. Developing AI skills related to
making data-driven decisions, innovative mindset, and AI ethics should be the
priority, since they are perceived by the community as essential for the success
of the project management profession in the future.

In a region where almost 50% of the countries have no known complete or

forthcoming strategy, exploring regional cooperation and collaboration in AI
initiatives can be of most importance to the region to accelerate the necessary
progress and fill in the gap to the other regions.

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Artificial Intelligence
in Oceania
AI IN PROJECT MANAGEMENT

Key Findings
Oceania
PARTICIPANTS

: 69% 83% of TOP

a
3
i participants

36
al

are members
Austr

of PMI global
and/or PMI local chapters
responses
from 67% are PMP certified.
® AREAS MOST
IMPACTED BY AI
4
5%
2

countries
72%
d:

Data
an

l
Zea of participants Collection
New hold Bachelor or Master
of Science degree. and Reporting

75% 86% 18
Performance
of participants
are between
of respondents
industries
Monitoring
are males.
35 and 54 years old. represented.
IT Services
36% 39% and Infastructure Knowledge
45-54
and Construction Management
35-44 being the most prominant.

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Oceania Report
75% 75%
of professionals
Areas with LOW impact from AI
of respondents would propose
believe that their
organization’s AI
maturity level
new
innovative
• Stakeholder Management
is projects • Project Communication
if their

≤4
employer was
lagging in product innovation
on a and/or technology
scale of
81%
1 in 5
1 to 10
of participants possess BASIC
or INTERMEDIATE level
However, it is knowledge/experience in AI, but
would TRUST the leadership
noteworthy that they are interested in improving
in the same
36%
state that their
situation. their knowledge.
19% have NO knowledge/experience.
employers
72%
86%
are engaged in
AI projects that of professionals believe that
of companies are
AI WILL TRANSFORM the
are either at
production level not investing project management way of
working in the next few years by
or running a IN AI TRAINING for their

7+
proof of concept. employees (Effort ≤4 on a on a scale of 1 to 10.
scale of 1 to 10).

In Oceania, efforts to promote AI are seen predominantly at the national levels. The Australian
Government’s well-defined AI strategy has allocated $101.2 million in the 2023-2024 budget for
AI projects, and spending may grow to over $3.6 billion by 2025. Notable private initiatives include
$1.4 million invested by Perennial Partners in Australian AI company Complexica. While New Zealand’s
effort is less extensive, the nation’s Digital Strategy for Aotearoa and the non-governmental
AI Forum are prominent initiatives. While AI is not a current priority in smaller island nations like Fiji,
Solomon Islands, and nations in micronesia, establishing a strong digital infrastructure is expected to
eventually facilitate its adoption.

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†© 2024 Project Management Institute Sweden Chapter 77
AI Maturity in Oceania
Australia leads Oceania in AI maturity, with savings of around 30%, and increased market
22% of 46,435 research publications between demand for their AI solutions. However, the lack
2018-2022 in the top 10% worldwide (based on of sovereign computing solutions and reliance
number of citations). Education and training are on global providers is seen as a significant
supported by the Next Generation Graduates challenge. Adoption of the Artificial Intelligence
Program and the Artificial Intelligence Skill Set, Ethics Framework in 2019 and allocation of
a training package for upskilling workers and $41.2 million to AI governance demonstrate
improving workplace productivity. AI integration Australia’s dedication to ensuring ethical use of
in Australian businesses is underway, with an AI, as does New Zealand’s Algorithm Charter
average revenue benefit of $361,315, time for Aotearoa.

Countries Leading AI in Oceania

Australia not only leads in Oceania, but also has Digital Skills Gap Index (DGSI), with a score of
a global presence, ranking 8th of 181 countries, 6.1/10 on digital preparedness. New Zealand
with a score of 75.29/100 on the Governmental follows, with a readiness index of 67.82/100
AI Readiness Index in 2022. A year prior, (ranking 28th /183 countries) and a score of
Australia ranked 33rd of 134 economies on the 6.2/10 (30th of 134 nations) on the DGSI

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Key Findings and Trends
Although only 2% of participants (36) responded from Oceania, the findings for this region may be of
interest, as our analyses and market research indicate that Australia has invested significantly in AI.
To provide a context for the results, 67% of respondents are PMP certified, indicating a high level of
technical as well as practical expertise in project management, supported by their self-assessment
of project management skills as predominantly advanced (e.g., ensuring a project timely delivery) or
intermediate (talent management).

Knowledge and Experience of Participants

81% of professionals reported a basic or (58%). In contrast, they reported no knowledge
intermediate level of knowledge about AI. in Image Segmentation and Classification
However, 64% of the participants have (64%), Object Detection (64%), DataOps,
indicated that they do not have experience in AI MLOps and DevOps (61%). Participants are
projects. AI skills that participants are familiar highly interested in learning more about leading
with include: Data Visualization (64%), Deep artificial intelligence development projects
Learning and Neural Networks (56%), Cloud (75%), tools (89%), applications (89%), and
Computing (64%), and Programming Languages models (78%).

What type of AI projects have you worked with?

Supply Chain and

Optimization
Autonomous Vehicles,
Quality Control RPA, and Robotics
and Inspection
3%
Predictive 6%
Maintenance 6%
6%

17%
Other None,
64% I have not
worked with
AI projects

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The Future of AI
Most participants, around 86%, consider knowledge management; but have a minimal
that artificial intelligence will revolutionize the impact on stakeholder management. Moreover,
project management profession and they participants consider having an innovative
believe that this technology will highly impact mindset, the ability to make data-driven
the way we work today (by 7 and above on decisions, to take into consideration ethics
a scale of 1 to 10). Artificial intelligence is of artificial intelligence and to have business
expected to highly impact data collection, acumen, the key skills of project managers in
reporting, performance monitoring and the future.

Which skills do you think will be required in the

future project management role?

Data Science
28% 53% 19%
Skills

Innovative 81% 17% 3%

Mindset

Cybersecurity
and Privacy 47% 44% 8%

Legal and
Regulatory 36% 61% 3%
Compliance
Ability to make
data-driven 69% 31%
decisions
Data
42% 47% 11%
Literacy

Ethics
on AI 56% 39% 6%

Business
61% 33% 6%
Acumen

Domain
33% 56% 11%
Expertise

High Impact Medium Impact Low Impact

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†© 2024 Project Management Institute Sweden Chapter 80
AI Maturity in Organizations
Artificial intelligence is still in the initial stages of improves the project outcomes. Out of
its integration into projects and organizations. 36% of respondents who confirm that their
Only 36% of the participants indicated that organizations have plans to implement AI, only
their company is currently running a proof 23% report that they have received basic
of concept or has deployed a project in this training from their employers. The other 77%
discipline. However, 58% of the participants have not yet received any AI training from their
have indicated that their companies are respective companies. In addition, 72% of the
starting to hire talent in artificial intelligence participants consider that the efforts of the
and these resources are allocated mainly in companies that they work for to invest in AI
centers of excellence or locally within a project. training are low (4 or less on a scale of 1-10).
Instead, most respondents have indicated that
Training plays a key role in successfully
they will use other sources such as books, online
implementing artificial intelligence in
videos or podcasts for self-improvement.
organizations, as having a skilled team

Has the organization which you are

currently working for (consultant / employee)
any plans on implementing AI?

Planned,currently At production
running a Proof level/deployed
of Concept
8%

28%
Discussed
36% but no
firm plans
14%
No 14%

I don’t know

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†© 2024 Project Management Institute Sweden Chapter 81
There is still much room for improvement for companies, as 75% of the contributors of this survey
believe that organizations currently have a low level of maturity in this field (4 or less on a scale of 1
to 10). However, if a company was lagging in product innovation or technology, the majority of the
professionals would support the business by proposing new innovative projects in order to help the
company reach a competitive advantage.

If your organization were lagging in product innovation

and/or technology, what would you do?

Look for new position 25% 36% 39%

in other organization

Look for new position 22% 39% 39%

within the organization

Propose new 75% 22% 3%

innovative projects

Trust the 22% 44% 33%

leadership

Open my 17% 33% 50%

own company

Yes Maybe No

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†© 2024 Project Management Institute Sweden Chapter 82
Conclusions and
Recommendations
Although the implementation of artificial intelligence in project management is
just beginning, actions are being taken globally and specifically by governments,
organizations and professionals to promote relevant development of artificial
intelligence in project management to improve the efficiency of projects.
Artificial intelligence will disrupt the area of project management, resulting
in project managers having to reinvent themselves and adapt their skills to
this new paradigm. Therefore, to make this transition as effective as possible,
companies will have to offer good preparation and quality training to their
teams beforehand.

Change management professionals will play a fundamental role in adapting

the corporate culture to these new state-of-the-art technologies and avoid
having generations of the organization's workforce being left behind in this
transformation. Companies will increasingly need professionals with skills related
to artificial intelligence and it will be essential for the organization to offer these
new professionals an interesting career plan to ensure talent retention and
employee welfare.

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†© 2024 Project Management Institute Sweden Chapter 83
 Further Perspectives from
AI Specialists
Embarking on a forward-looking journey, this section features insights from our AI visionaries
discussing three key topics:

1. What specific challenges and opportunities do you see for the use of AI in project
management in the coming years, how can AI be used to improve project management
processes and outcomes?
2. What are the key ethical considerations in using AI in project management? How can we ensure
that AI is applied in an ethical way and does not lead to unwanted consequences in projects?
3. Considering that cultural and political aspects potentially affect how projects are managed
in different regions/countries, do AI Experts expect future GenAI to customize the
AI-generated results of the prompts based on the region/country, if so, what problems
or impediments could be associated with this?
Our specialists illuminate the path forward, offering expert perspectives on the evolving
dynamics of artificial intelligence. Explore their responses to navigate the frontiers of AI’s future.

Antonio Nieto-Rodriguez
Antonio Nieto-Rodriguez is the author of the Harvard Business Review Project Management
Handbook, and the featured HBR article The Project Economy Has Arrived. He is the creator
of concepts such as The Project Economy. His global impact on modern management has been
recognized by Thinkers50. Antonio is co-founder of the Brightline Initiative, Projects&Company,
and the Strategy Implementation Institute.

1. AI presents the most significant paradigm shift in project management

since its inception. Challenges like data integrity and adoption curve exist,
yet the opportunities are boundless, as described in our HBR article: How
AI will disrupt Project Management. AI will automate routine project tasks,
enhance risk management, and provide data-driven insights, elevating
project efficiency and effectiveness, driving better outcomes, and
propelling the Project Economy forward.
2. Ethical considerations in AI for project management are pivotal, encompassing bias prevention,
data privacy, and decision transparency. For instance, AI in task allocation could inadvertently
favor certain demographics. Ensuring ethical use requires robust governance, stakeholder
education, and continuous oversight, mitigating unwanted biases and fostering responsible
project execution.
3. Cultural and political nuances significantly influence project management across regions. AI
experts anticipate GenAI to tailor AI-generated outputs to regional contexts. However, this could
face hurdles like stereotyping or misinterpretation of localized practices. For instance, a task
prioritization AI tool might misinterpret urgency cues differently between laid-back and high-
urgency cultures, possibly leading to project delays or misalignments. Hence, project managers
should actively engage in shaping AI tools to understand better and adapt to regional nuances.

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 Billy S. Mwape, PMP, DAC, DAVSC,
PMI-ACP, DASM, DASSM
An ICT expert with 18+ years of experience in mining and banking sectors, excels in
digital transformation, IT strategy, and security management. He's a certified project
management consultant and educator, renowned for agile business strategy and
leadership. Currently, FNB Zambia's Head of IT, he's a TED Speaker, keynote speaker, and
actively involved in charitable events supporting causes like UNICEF and earthquake victims.
Passionate about using technology to uplift Africa from poverty to global prominence.

1. Challenges in AI adoption for African project management include

institutional unreadiness, lacking AI policies, and cybersecurity
concerns. Skillset gaps are prevalent. Opportunities include task
automation, AI-assisted risk assessment, and AI-centric projects,
expanding job prospects for project managers ready to use AI.
2. Ethical AI use in project management demands data validation, fairness, transparency, and
privacy. Project managers must validate AI-generated output with data sources, ensuring
equitable results regardless of region or race. Transparent algorithms, accountability, and
continuous monitoring are crucial to maintain ethical standards and minimize undesirable
outcomes.
3. Future GenAI should tailor results to regions without bias. Factors like corruption index,
culture, religion, and time zones should inform AI's project management strategies, promoting
diversity, equity, and inclusion. Learning from project managers across regions will help refine
AI intelligence.

Ernar Makishev
Ernar Makishev is the CEO of Iowa Solutions, holding certifications like PfMP, PMP, ACP, PSM-I,
and PBA. He has a notable track record in professional development, having prepared over 60
Project Management Professionals (PMP) in Kazakhstan, showcasing his expertise and leadership
in project management training.

1. AI emergence eliminates the need in "Lorem Ipsum" (placeholder)

documents (like if there was a need for such document in the first place).
You don't need to waste time on compiling a document for the sole
purpose of having a nice set of documents, even if you don't need them. I
think AI presence diminished the value of the documents without purpose. I
used to tolerate useless documents, since at least they make people think,
analyze and maybe they learn something. Not anymore.
2. The ethical question is shall we mark the usage if AI in the documents that we are drafting What
if I just checked punctuation. Shall I mention it in the preamble? Shall I forbid the usage of AI in
the future, or shall I embrace it?
3. In our country project management is at the early stages, so starting a green field will be easy.
In the countries with mature established cultures of project management it will take more time.

Artificial Intelligence and Project Management

†© 2024 Project Management Institute Sweden Chapter 85
 Federico Aguggini
Federico Aruggini is the Head of AI Transformation Office in Intesa Sanpaolo, the
competence center for the development and management of Machine Learning & AI
use cases. Federico has more than 20 years of experience in financial services, working
both for global companies and significant startups, over the last years leading several
Innovation Centers of Excellence and developing RPA, Advanced Analytics, Machine
Learning & AI projects.

1. AI is transforming project management, offering opportunities to

improve efficiency, productivity, and decision-making. However,
challenges such as lack of expertise, data quality, and bias must be
addressed. Project managers can adopt AI to improve processes
and outcomes by leveraging its strengths in risk management,
resource allocation, scheduling, and performance monitoring.
2. Fairness, explainability, transparency, privacy, and safety are key ethical considerations for
using AI in project management. Identify and mitigate biases, make AI systems transparent
and understandable, protect privacy, assess and mitigate risks, and consult with ethical AI
experts are precious initiatives to ensure ethical AI use.
3. AI experts expect future GenAI to customize AI-generated results based on regions/
country, offering benefits such as relevance and fairness. Although the advantages outweigh
the possible difficulties, some challenges such as data availability, identification of bias,
interpretability, transparency, and cost must be addressed.

Britta Duve Hansen, Mobile Heights

Britta Duve Hansen is a senior project manager in tech, innovation and digitalization and a curious
problem solver with strong analytical skills. An open data advocate, Hansen is convinced that
collaboration and co-creation are fundamental to foster innovation and create a sustainable
digital future.

1. Opportunities lie in AI's potential to automate routine tasks, optimize

resource allocation, and provide predictive analytics as well as real-time
insights based on historical data. The main challenges I see are data
security and data privacy concerns as well as integration with existing
systems.
2. Ethical considerations include fairness, transparency, data privacy, and
accountability. To ensure ethical AI use, establish clear guidelines, ensure
transparent decision-making processes, protect sensitive data, and state clearly that individuals
and organisations are accountable for AI-related decisions. Furthermore, implementation of
audit algorithms and conduction of regular ethical reviews involving stakeholders are needed.
3. Future AI will most likely adapt to local contexts, but problems include sourcing diverse and
unbiased training data, avoiding reinforcement of stereotypes, ensuring compliance with
varying regulations, and the need for extensive localization efforts. Finding balance between
customization and avoiding biases will be crucial for responsible AI development.

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 Ricardo Vargas, Ph.D,
Ricardo is an experienced leader in global operations, project management, crisis
management and artificial intelligence. He is former chairman of PMI (Project Management
Institute) and has been director of Project Management at United Nations. He has written
numerous books and delivered more than 250 keynotes on global conferences, many on AI
and its impact. He holds a Ph.D. in Civil Engineering.

1. In my view, AI's journey into project management is a tale of

transformative potential. AI's power to refine decision-making is
a paradigm shift in what the project manager's role should be.
Regarding challenges, I see that the main roadblock of AI is the
extremely diverse nature of projects. Some of the insights and
support cannot be tailored to different circumstances.
2. Using AI in project management the right way is really about being
responsible and thinking ahead. It's key that AI is clear in how it makes decisions, is always fair,
and keeps people's private information safe. AI makes us better at what we do, and using AI
ethically means not just following rules but also makes us the best of ourselves.
3. I believe AI will become more than a tool – it has the potential to become a partner in
understanding projects under different cultures. However, developing AI systems that respect
and work well with different cultures is challenging. It's about making sure AI really gets the
variety and depth, avoid bias and, at the same time, improve feedback using provided localized
data and information.

Rinoo Rajesh
Rinoo Rajesh is a seasoned Industry Professional with 24+ years of experience across various
geographies with the world’s leading telecommunications and networking OEMs, Service
Providers, System Integrators, Large BPM providers, ISVs and academia. He is an IIM-Bangalore
Alumnus, Master's in Information Technology as well as Master's from the Prestigious Delhi School
of Economics.

1. AI presents challenges like data security and job displacement but offers
opportunities in automated tasks, predictive analytics, and real-time
insights. AI can enhance project management by optimizing resource
allocation, risk assessment, and decision-making, ultimately improving
project efficiency and outcomes.
2. Ethical concerns in AI project management include bias, privacy, and
accountability. To ensure ethical AI usage, employ diverse data sources,
implement transparency and fairness measures, and establish clear accountability frameworks.
Regular audits and ongoing ethical training can mitigate unintended consequences and promote
responsible AI application.
3. We do anticipate region-specific customization by future AI models. However, challenges include
data bias, limited cultural understanding, and potential reinforcement of stereotypes. Developing
AI models that respect diverse cultural norms while avoiding discrimination is essential for
responsible global AI adoption.

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†© 2024 Project Management Institute Sweden Chapter 87
 Robert Kielerstajn
Robert Kielerstajn is the COO of NordAxon and has worked in the interplay between
business technology and data for many years developing innovative digital solutions. For the
last three years, his focus has been on helping organizations use the potential of AI.

1. Two areas with big potential are communication and risk

management. AI can help draft communication, summarize, expand,
and tailor it to channels and audiences. In risk management, AI can
review software code, create test cases and tests, review plans,
review work schedules, help evaluate risks and propose mitigations.
2. Maintaining trust and confidence among stakeholders is key –
being transparent when AI is used to assist work processes is a
useful consideration. Having a “human-in-the-loop” can mitigate AI
automated decisions going awry.
3. In these cases, I personally think that people are the “operators of AI tools” and AI will not
introduce entirely new problems, but there is a risk of amplifying existing ones if not used
wisely. At balance, the positive potential outweighs the downside risk in my opinion.

Bernard Smith Jr.

Bernard Smith Jr., 28, is a Microsoft Cloud Solution Architect and tech intrapreneur from Fort
Pierce, Florida. He has degrees in Computer Engineering and IT Management and leads Blacks at
Microsoft in Dallas. Bernard co-founded Microsoft's Next Step Initiative and champions education
and innovation.

1. Challenges in data privacy, security, and skill gaps, alongside AI

interpretability, contrast with opportunities for project managers to
improve decision-making and resource efficiency through AI. Upskilling
in AI can transform project management into a more data-centric and
successful practice.
2. Bias and fairness are critical ethical issues in AI. Project managers should
conduct regular audits, implement bias mitigation, understand data usage,
and ensure responsibility. Best practice involves education, stakeholder engagement, compliance
awareness, and ongoing monitoring of AI projects.
3. Navigating cultural stereotypes and ethical dilemmas in AI customization is complex, with a risk of
impacting functionality. Yet, there's a rise in tailored AI solutions, driven by developers adhering
to strict ethical standards, using varied datasets, and incorporating user feedback for better
customization.

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†© 2024 Project Management Institute Sweden Chapter 88
 Jason Andrews
Jason Andrews, a Technical Specialist for Microsoft working in their Customer Solutions
Area, with over 20 years of experience in the contact center. The opinions expressed
below are his own thoughts and don’t reflect the views of Microsoft.

1. AI in project management presents opportunities like automating

tasks and providing real-time data analysis. Challenges include
privacy concerns and potential bias in decision-making. AI can
improve processes by streamlining manual tasks and offering
valuable insights for better project outcomes.
2. The key ethical considerations in AI in project management involve
privacy, fairness, transparency, and bias. To ensure ethical AI,
we must prioritize data protection, regularly assess for fairness,
maintain transparency, and educate stakeholders on ethical guidelines. This helps prevent
unwanted consequences in projects.
3. AI experts are exploring the possibility of customizing AI-generated results based on regional
differences. Challenges include cultural sensitivity, data bias, ethical concerns, maintenance,
user experience, and technological complexity. Striking a balance between customization and
ethical standards is essential for the success of such adaptations.

Linda Banh
Linda Banh is an AI Educator and Program Manager at Inspirit AI. She is a Stanford alumna, with
special interest in AI/Health and gender/racial gaps in technological access and education.

1. AI can enhance project management with automated timelines, budgets,

and layouts but faces challenges in accuracy. It helps PMs coordinate
teams, budget, and improve communication speed.
2. When building projects, AI should consider inclusive language. PMs deal
with a lot of documentation and email/messages; therefore, AI should
consider hateful speech and other types of harmful language when used
for text tools.
3. AI built on regional data risks offensive outputs and cultural stereotypes.
Diverse engineering teams are crucial for inclusive, multicultural-friendly
AI products.

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†© 2024 Project Management Institute Sweden Chapter 89
 Michael McCullough
Michael is a seasoned AI-focused strategist with 20 years in change leadership and Citizen
Development and is currently the Citizen Development Business Architect for Amtrak.
He established Amtrak's CitDev program, with 375 developers creating 3,111 apps, saving
$50 million. His contributions to PMI and innovations in Low-Code/No-Code are widely
acknowledged.

1. AI adoption is hindered by a lack of understanding among leaders

about its capabilities, risking missteps. b) AI transforms project
management by automating tasks, freeing professionals to
concentrate on essential project work.
2. Integrating AI into project management must reflect company ethics,
mirroring the rigor applied to human-led tasks. b) Ensure AI use aligns
with strict standards and clean data for accuracy, with oversight to
maintain privacy and fairness.
3. Implementing AI globally brings challenges due to varying cultural norms. AI's ability to match
local tones could ease cultural barriers. Privacy regulations and the emphasis on personal
relations impact AI adoption.

Associate Professor Nikolay Netov, PhD

Assoc. Prof. Dr. Nikolay Netov heads the Department of Statistics and Econometrics in the Faculty
of Economics and Business Administration of Sofia University. In the past fifteen years, he has
worked on a variety of international educational, scientific and applied projects with colleagues
from around the world. In 2014 his project "Career in IT" was awarded as the best project
implementing business-NGO cooperation. In 2015 the project "Career in IT," was awarded in the
category of "Investor in Knowledge," during the 13th annual Responsible Business Award of the
Bulgarian Business Leaders Forum.

1. From my point of view, the main opportunities to use AI in project

management are related to AI assisted task plan generation, risk
assessments and project status reports. The main challenge will be
related to the future training of domain-specific AI models reflecting the
organizational culture of users.
2. Adherence to EU rules for safe and transparent AI is sufficient guarantee that AI is applied in an
ethical way and does not lead to unwanted consequences in projects.
3. Prohibited AI practices include biometric categorization systems using sensitive characteristics
(e.g., gender, race, ethnicity, citizenship status, religion, political orientation). AI models should
reflect the organizational culture of users based only on objective data and past experience,
ignoring human biases based on gender, race or geographic region.

Artificial Intelligence and Project Management

†© 2024 Project Management Institute Sweden Chapter 90
Closing Remarks
As we conclude this survey on AI in Project Management, we extend our heartfelt gratitude to all
our esteemed members and the project management community who have actively participated in
shaping the future of our profession. Your valuable insights are pivotal as we embark on a collective
journey towards integrating AI into project management practices.

Our commitment is to support you on this transformative path. We understand that embracing
AI technologies requires continuous learning and adaptation. As you navigate your AI in project
management journey, remember that we are here to provide guidance, and a collaborative platform
for knowledge exchange.

Looking ahead, we are excited to announce our next initiative: the collection and aggregation of case
studies that showcase real-world applications of AI in project management. These case studies will
serve as a wellspring of inspiration and insight, illustrating how AI can be effectively leveraged to
enhance project outcomes, streamline processes, and foster innovation.

Your experiences and successes will be the foundation of this valuable resource, contributing to the
broader understanding of AI's practical applications within our community. We invite you to share
your stories and be part of this initiative, as together, we create a repository of knowledge that
propels us all forward.

Thank you for being an integral part of PMI. We look forward to supporting you on your AI in Project
Management transformation journey and to collectively shaping the future of project management.

Marly Nilsson
Global Project Manager

And the team who have contributed to the writing of this report:

Temisan Sagay Davide La Valle Madina Aneliya Olalla Garcia Lavanya

PMI Ottawa PMI Northern Italy Baizhanova Chervenova Peréz Vijayaraghavan
PMI Kazakhstan PMI Bulgaria PMI Galicia PMI Bangalore

Sachin Sood Riam Chazbeck Joel Cardenas Boris Piavskii André Correia Kjetil Volle
PMI Bangalore PMI Lebanon PMI Finland PMI Israel PMI Portugal PMI Norway

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†© 2024 Project Management Institute Sweden Chapter 91
Case Study Collection
The final phase of this project will begin in Operational and Compliance Aspects:
January 2024. Our goal is to explore and Providing details on AI solution scalability,
document the significant experience and considerations for future scalability, and
knowledge about AI and project management potential regulatory challenges, along with
held by PMI members and the project navigational strategies.
management community, thereby garnering
valuable insights. The case studies will include Data Handling and Preparation: Outlining
following details: types of data used in AI implementation and
specific measures taken to ensure compliance
Implementation Overview with data protection regulations.
AI Solution Overview: Highlighting key
functionalities and the impact of the AI solution, User Adoption and Training: Detailing
showcasing its role in enhancing organizational employee training for AI solution use, insights
processes and decision-making. into potential resistance to change, and
strategies deployed to address it.
Project Timeline: Detailing the AI
implementation project duration, from initial Team and Impact
planning to full deployment, providing insights Project Team: Identifying roles in the
into the project's scale and scope. project team, considerations for inclusivity,
Budget: Budget range allocated for the project, and strategies used to prepare teams for
offering a comprehensive understanding of the successful AI integration.
resources invested to achieve AI goals.
Key Performance Metrics: Showcasing
Alignment with Strategy: Emphasizing
key performance metrics used to measure
the strategic importance of AI in achieving
AI implementation success, providing a
organizational objectives and its alignment with
quantitative assessment of its impact.
broader business strategy.
ROI and Business Impact: Offering insights into
Challenges & Solutions return on investment (ROI) and positive business
Challenges and Solutions: Narrating challenges impacts observed post-implementation,
prompting the AI implementation and insights demonstrating tangible benefits.
into how these challenges were addressed,
providing valuable experiences for companies Lessons Learned: Highlighting unexpected
facing similar hurdles. challenges during AI implementation, sharing
mechanisms within the organization, and
Risk Management: Identifying potential risks
providing valuable lessons learned, along with
with integrating AI, such as ethical concerns,
advice for other companies.
gender equality, legal considerations, and
outlining strategies used to manage and
Future Considerations:
mitigate these risks.
Future of AI Solution: Plans for AI solution
Stakeholder Management: Describing maintenance and further development,
stakeholder involvement in AI decision- including considerations for ongoing
making and addressing their expectations improvements and adaptations based on
and concerns, fostering a comprehensive evolving needs.The project will conclude on
understanding of stakeholder engagement March 31st with a report containing the
insights that have been shared with us by PMI
Implementation Details: members and the wider project management
Selection and Integration: Explaining the AI community. Our hope is that it will be
tool or solution selection process and detailing educational, inspiring and an exciting start for
integration into existing systems or workflows, those who are about to embark on their AI
showcasing strategic decision-making. transformation journey.

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†© 2024 Project Management Institute Sweden Chapter 92
Comparison Table of Survey Results
The full regional details are given below on sucessive pages.
Europe
Regional Comparison 681 Respondents
Age Groups 45-54 - 32.5% 35-44 - 28.2% Learn how to create AI models - 67.1%
Lead projects on AI development - 65.0%
Industries 24.8% - IT Services
TOP 3:
No Knowlege/Experience - 17.0%
Level of Knowledge Basic Level - 47.3% Interest in learning Learn how
more about AI Lead Learning
and Experience in AI Intermediate Level - 29.1% to create
projects how AI
Advanced Level - 6.3% a business
using AI as models
case for AI
How much do you think AI will change PM in the a tool work
applications
next 3 years - AVERAGE - 7.29 86.1% 78.2%
76.7%
8.4% of respondents think that the impact of
AI on PM would be 4 and less (out of 10) Look for new position in other organization:
AI Change/Impact
on PM 20.7% of respondents think that the impact of Yes - 19.6% Maybe - 54.6% No - 25.8
AI on PM would be 5-6 (out of 10)
70.9% of respondents think that the impact of Look for new position within the organization:
AI on PM would be 7 and more (out of 10) Actions in case of
organizational lag in Yes - 19.5% Maybe - 47.9% No - 32.6%
Highest Impact (highest percent in the product innovation/
“High Impact” category): Propose new innovative projects:
technologies
Data Collection & Reporting - 77.2% Yes - 62.2% Maybe -31.1% No - 6.6%
Highest/ Performance Monitoring - 61.8%
Lowest Impact Knowledge Management - 46.3% Trust the Leadership:
(Top 3 Project Lowest Impact (highest percent in the
Management Areas) “Low Impact” category): Yes - 20.9% Maybe - 49.1% No - 29.9%
Stakeholder Management - 43.8% Did not participate in any AI projects - 63.0%
Project Communication - 30.7% Participation in Participated in diverse* AI Projects - 37.0%
Project Budgeting - 17.8% AI projects. The
following question Diverse:
Bachelor's Degree - 26.9% was used for this Other
Master's Degree - 54.6% analysis - "What Supply Chain and Optimization
Education Doctoral, Ph.D - 8.1% type of AI projects Predictive Maintenance
Technological Education/College - 7.6% have you worked Energy Management
Other - 2.8% with? Autonomous Vehicles, RPA, and Robotics
Quality Control and Inspection
PMI Global - 82.5%
PMI Local - 71.2% Average AI maturity
(PMI Global only - 11.3%) 4.16/10
in organisation
PMI Membership/ Other or No Affiliation - 17.5%
Affiliation Organisation
(in other words, PMI Global members are investing in training
82.5%, 71.2% out of which are also PMI to make personnel 3.80/10
Local Chapter members) AI ready - Average
Males - 66.7% effort
Females - 31.6% Recruting or
Gender Yes No I don't know
Prefer not to answer - 1.6% building AI
Non-binary - 0.1% 42.3% 34.9% 22.8%
competence
Familiarity with On average, respondents rated their skills as Plans at production/deployed level - 16.2%
data terminology - Practitioners - 10.2% Plans on Plans at the Proof of Concept level - 23.6%
Average Familiar With - 41.0% implementing AI in Discussed, but no firm plans - 27.2%
How are you No Knowledge - 48.8% an organization No - 11.0%
acquainted or Range of responses: I don’t know - 22.0%
experienced with 28.2-61.5% had no knowlege
the following Data
Science related 33.3-52.9% claimed basic familiarity
skills (11 skills) 4.7-18.9% considered themselves practitioners

Top 3 skills respondents considered themselves

Practitioners of:
Familiarity with Data Visualization - 18.9%
data terminology - Cloud Computing (AWS, Azure,
TOP 3 skills in Google Cloud) - 18.5%
Practitioners/ Programming Languages - 16.0%
Familiar With/
Top 3 skills respondents were familiar with:
Now Knowledge
Data Visualization - 52.9%
How are you Cloud Computing (AWS, Azure,
acquainted or Google Cloud) - 50.2%
experienced with Data Ethics - 46.7%
the following Data
Science related Skills where respondents had no knowledge:
skills (11 skills) Image Localization / Object Detection - 61.5%
Deep Learning / Neural Networks - 59.6%
Image Segmentation & Classification - 59.3%

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†© 2024 Project Management Institute Sweden Chapter 93
Regional Comparison
North America
717 Respondents
Age Groups 45-54 - 33.5% 55-64 - 27.5% 35-44 - 22.2% Learn how to create AI models - 74.6%
Lead projects on AI development - 68.3%
15.8% - IT Services
Industries 7.4% - Technology TOP 3:
5.6% - Infrastructure & Construction
Interest in learning Learn how
more about AI Lead Learning
No Experience/Experience - 13.8% to create
projects how AI
Level of Knowledge Basic Level - 51.7% a business
using AI as models
and Experience in AI Intermediate Level - 28.9% case for AI
a tool work
Advanced Level - 5.6% applications
83.3% 82.2%
78.0%
How much do you think AI will change PM in
the next 3 years - AVERAGE - 7.56 Look for new position in other organization:
7.7% of respondents think that the impact of Yes - 19.0% Maybe - 47.0% No - 34.0
AI Change/Impact AI on PM would be 4 and less (out of 10)
on PM 16.5% of respondents think that the impact of Look for new position within the organization:
AI on PM would be 5-6 (out of 10) Actions in case of
75.9% of respondents think that the impact of organizational lag in Yes - 19.1% Maybe - 42.8% No - 38.1%
AI on PM would be 7 and more (out of 10) product innovation/ Propose new innovative projects:
technologies
Highest Impact (highest percent in the Yes - 67.4% Maybe -27.2% No - 5.4%
“High Impact” category):
Data Collection & Reporting - 75.9% Trust the Leadership:
Highest/ Performance Monitoring - 59.3%
Lowest Impact Time Management - 52.6% Yes - 21.5% Maybe - 54.1% No - 24.4%
(Top 3 Project Lowest Impact (highest percent in the
Management Areas) “Low Impact” category): Did not participate in any AI projects - 67.1%
Participation in Participated in diverse* AI Projects - 32.9%
Stakeholder Management - 38.6% AI projects. The
Project Communication - 22.9% following question Diverse:
Project Budgeting - 17.9% was used for this Other
analysis - "What Supply Chain and Optimization
Bachelor's Degree - 37.5% Predictive Maintenance
Master of Sciences, M.Sc. - 46.9% type of AI projects
have you worked Energy Management
Education Doctoral, Ph.D - 4.6% Autonomous Vehicles, RPA, and Robotics
Technological Education/College - 7.3% with?
Quality Control and Inspection
Other - 3.8%
Average AI maturity
PMI Global - 91.5% 3.69/10
in organisation
PMI Local - 61.8%
(PMI Global only - 29.7%) Organisation
PMI Membership/ Other or No Affiliation - 8.5% investing in training
Affiliation to make personnel 3.44/10
(in other words, PMI Global members are
91.5%, 61.8% out of which are also PMI AI ready - Average
Local Chapter members) effort

Males - 61.1% Recruting or

Yes No I don't know
Females - 35.8% building AI
Gender 38.2% 38.6% 23.2%
Prefer not to answer - 2.5% competence
Non-binary - 0.6%
Plans at production/deployed level - 11.7%
On average, respondents rated their skills as Plans on Plans at the Proof of Concept level - 20.8%
Familiarity with
Practitioners - 10.2% implementing AI in Discussed, but no firm plans - 32.2%
data terminology -
Familiar With - 46.0% an organization No - 16.3%
Average
No Knowledge - 43.8% I don't know - 19.0%
How are you
acquainted or Range of responses:
experienced with 23.2-61.2% had no knowlege
the following Data 35.8-55.9% claimed basic familiarity
Science related 2.9-21.8% considered themselves
skills (11 skills) practitioners
Top 3 skills respondents considered
themselves
Practitioners of:
Familiarity with Data Visualization - 21.8%
data terminology - Cloud Computing (AWS, Azure,
TOP 3 skills in Google Cloud) - 19.2%
Practitioners/ Programming Languages - 13.9%
Familiar With/
Now Knowledge Top 3 skills respondents were familiar with:
How are you Data Storytelling - 55.9%
acquainted or Data Ethics - 55.8%
experienced with Cloud Computing (AWS, Azure,
the following Data Google Cloud) - 55.6%
Science related Skills where respondents had no knowledge:
skills (11 skills) Image Localization / Object Detection - 61.2%
Deep Learning / Neural Networks - 57.9%
Image Segmentation & Classification - 57.9%

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Regional Comparison
Asia
542 Respondents
Age Groups 35-44 - 45.0% 45-54 - 24.7% Learn how to create AI models - 74.6%
Lead projects on AI development - 68.3%
24.5% - IT Services
Industries
10.7% - Infrastructure & Construction TOP 3:
No Knowledge/Experience: 14.9% (80/536) Interest in learning Learn how
more about AI Lead Learning
Level of Knowledge Basic Level: 48.5%, 260/536 to create
projects how AI
and Experience in AI Intermediate Level: 31.2% (167/536) a business
using AI as models
Advanced Level: 5.4% (29/536) case for AI
a tool work
applications
How much do you think AI will change PM in the 83.3% 88.2%
78.0%
next 3 years - AVERAGE - 7.69
5.9% of respondents think that the impact of Look for new position in other organization:
AI Change/Impact AI on PM would be 4 and less (out of 10) Yes - 19.0% Maybe - 47.0% No - 34.0
on PM 14.8% of respondents think that the impact of
AI on PM would be 5-6 (out of 10) Look for new position within the organization:
79.3% of respondents think that the impact of Actions in case of
AI on PM would be 7 and more (out of 10) organizational lag in Yes - 19.1% Maybe - 42.8% No - 38.1%
product innovation/
Highest Impact (highest percent in the Propose new innovative projects:
technologies
“High Impact” category):
Data Collection & Reporting - 72.3% Yes - 67.4% Maybe -27.2% No - 5.4%
Highest/ Performance Monitoring - 62.2% Trust the Leadership:
Lowest Impact Knowledge Management - 57.4%
(Top 3 Project Lowest Impact (highest percent in the Yes - 21.5% Maybe - 4.1% No - 24.4%
Management Areas) “Low Impact” category):
Stakeholder Management - 31.7% Did not participate in any AI projects - 67.1%
Project Communication - 19.4% Participation in Participated in diverse* AI Projects - 32.9%
Project Budgeting - 14.2% AI projects. The
following question Diverse:
was used for this Other
Bachelor's Degree - 44.1% (239/542)
analysis - "What Supply Chain and Optimization
Master of Sciences, M.Sc. - 37.1% (201/542)
type of AI projects Predictive Maintenance
Education Doctoral, Ph.D - 4.4%
have you worked Energy Management
Technological Education/College - 9.2%
with? Autonomous Vehicles, RPA, and Robotics
Other - 5.2%
Quality Control and Inspection
PMI Global - 78.8%
Average AI maturity
PMI Local - 58.5% 3.69/10
in organisation
(PMI Global only - 20.3%)
PMI Membership/ Other or No Affiliation - 21.2%
Affiliation Organisation
(in other words, PMI Global members are investing in training
78.8%, 58.5% out of which are also PMI to make personnel 3.44/10
Local Chapter members) AI ready - Average
effort
Males - 61.1%
Females - 35.8% Recruting or
Gender Yes No I don't know
Prefer not to answer - 2.5% building AI
38.2% 38.6% 23.2%
Non-binary - 0.6% competence

Familiarity with On average, respondents rated their skills as Plans at production/deployed level - 11.7%
data terminology - Practitioners - 10.2% Plans on Plans at the Proof of Concept level - 20.8%
Average Familiar With - 46.0% implementing AI in Discussed, but no firm plans - 32.2%
No Knowledge - 43.8% an organization No - 16.3%
How are you
acquainted or I don't know - 19.0%
Range of responses:
experienced with 23.2-61.2% had no knowlege
the following Data
Science related 35.8-55.9% claimed basic familiarity
skills (11 skills) 2.9-21.8% considered themselves practitioners

Top 3 skills respondents considered themselves

Practitioners of:
Familiarity with Data Visualization - 21.8%
data terminology - Cloud Computing (AWS, Azure,
TOP 3 skills in Google Cloud) - 19.2%
Practitioners/ Programming Languages - 13.9%
Familiar With/
Top 3 skills respondents were familiar with:
Now Knowledge
Data Storytelling - 55.9%
How are you Data Ethics - 55.8%
acquainted or Cloud Computing (AWS, Azure,
experienced with Google Cloud) - 55.6%
the following Data
Science related Skills where respondents had no knowledge:
skills (11 skills) Image Localization / Object Detection - 61.2%
Deep Learning / Neural Networks - 57.9%
Image Segmentation & Classification - 57.9%

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Regional Comparison
Africa
135 Respondents
Age Groups 35-44 - 37.8% 45-54 - 30.4% Learn how to create AI models - 81.5%
Lead projects on AI development - 75.6%
11.9% - IT Services
Industries
10.4% - Infrastructure & Construction TOP 3:
No Knowledge/Experience - 16.3% Interest in learning Learn how
more about AI Lead Learning
Level of Knowledge Basic Level - 54.8% to create
projects how AI
and Experience in AI Intermediate Level - 25.2% a business
using AI as models
Advanced Level - 3.7% case for AI
a tool work
applications
How much do you think AI will change PM in the 86.7% 85.9%
87.4%
next 3 years - AVERAGE - 7.6
7.4% of respondents think that the impact of Look for new position in other organization:
AI Change/Impact AI on PM would be 4 and less (out of 10) Yes - 24.4% Maybe - 43.0% No - 32.6%
on PM 16.3% of respondents think that the impact
of AI on PM would be 5-6 (out of 10) Look for new position within the organization:
76.3% of respondents think that the impact Actions in case of
of AI on PM would be 7 and more (out of 10) organizational lag in Yes - 18.5% Maybe - 41.5% No - 40.0%
product innovation/ Propose new innovative projects:
Highest Impact (highest percent in the technologies
“High Impact” category): Yes - 75.6% Maybe -20.0% No - 4.4%
Data collection & Reporting - 77.0%
Performance Monitoring - 65.2% Trust the Leadership:
Highest/ Project Time Management
Lowest Impact & Scheduling - 62.2% Yes - 23.7% Maybe - 55.6% No - 20.7%
(Top 3 Project
Management Areas) Lowest Impact (highest percent in the Did not participate in any AI projects - 67.4%
“Low Impact” category): Participation in Participated in diverse* AI Projects - 32.6%
Stakeholder Management - 23.0% AI projects. The
Project Communication - 14.8% following question Diverse:
Knowledge Management - 13.3% was used for this Other
analysis - "What Supply Chain and Optimization
Bachelor’s Degree - 43.0% type of AI projects Predictive Maintenance
Master’s Degree - 43.0% have you worked Energy Management
Education Doctoral, Ph.D - 8.1% with? Autonomous Vehicles, RPA, and Robotics
Technological Education/College - 3.0% Quality Control and Inspection
Other - 3.0%
Average AI maturity
PMI Global - 82.2% 3.66/10
in organisation
PMI Local - 60.0%
(PMI Global only - 22.2%) Organisation
PMI Membership/ Other or No Affiliation - 17.8% investing in training
Affiliation to make personnel 3.22/10
(in other words, PMI Global members are AI ready - Average
82.2%, 60.0% out of which are also effort
PMI Local Chapter members)
Recruting or
Males - 80.7% Yes No I don't know
building AI
Gender Females - 18.5% 75.6% 42.2% 27.4%
competence
Prefer not to answer - 0.8%
Plans at production/deployed level - 5.9%
Familiarity with On average, respondents rated their skills as Plans on Plans at the Proof of Concept level - 17.8%
data terminology - Practitioners - 9.3%
Average implementing AI in Discussed, but no firm plans - 30.4%
Familiar With - 37.5% an organization No - 24.4%
How are you No Knowledge - 53.2% I don’t know - 21.5%
acquainted or
experienced with Range of responses:
the following Data 25.9-68.9% had no knowlege
Science related 23.0-58.5% claimed basic familiarity
skills (11 skills) 5.9-15.6% considered themselves practitioners

Top 3 skills respondents considered themselves

Practitioners of:
Familiarity with Data Visualization - 15.6%
data terminology - Data Ethics - 11.9%
TOP 3 skills in Cloud Computing (AWS, Azure,
Practitioners/ Google Cloud) - 11.9%
Familiar With/
Now Knowledge Top 3 skills respondents were familiar with:
Data Visualization - 58.5%
How are you Data Ethics - 48.1%
acquainted or Cloud Computing (AWS, Azure,
experienced with Google Cloud) - 45.2%
the following Data
Science related Skills where respondents had no knowledge:
skills (11 skills) Image Segmentation & Classification - 68.9%
DataOps / MlOps / DevOps - 68.1%
Deep Learning / Neural Networks - 67.4%

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Regional Comparison
Latin America
203 Respondents
Age Groups 45-54 - 38.9% 35-44 - 24.6% Learn how to create AI models - 74.9%
Lead projects on AI development - 73.4%
20.2%- IT Services
Industries
8.4% - Infrstructiure & Construction TOP 3:
No Knowledge/Experience - 8.4% Interest in learning Learn how
more about AI Lead Learning
Level of Knowledge Basic Level - 52.0% to create
projects how AI
and Experience in AI Intermediate Level - 35.1% a business
using AI as models
Advanced Level - 4.5% case for AI
a tool work
applications
How much do you think AI will change PM in the 90.1% 83.3%
82.8%
next 3 years - AVERAGE - 8.04
6.4% of respondents think that the impact of AI Look for new position in other organization:
AI Change/Impact on PM would be 4 and less (out of 10) Yes - 22.2% Maybe - 45.8% No - 32.0
on PM 6.9% of respondents think that the impact of AI
on PM would be 5-6 (out of 10) Look for new position within the organization:
86.7% of respondents think that the impact of AI Actions in case of
on PM would be 7 and more (out of 10) organizational lag in Yes - 30.5% Maybe - 43.8% No - 25.6%
product innovation/
Highest Impact (highest percent in the Propose new innovative projects:
technologies
“High Impact” category):
Data Collection & Reporting - 76.8% Yes - 74.4% Maybe -19.7% No - 5.9%
Highest/ Performance Monitoring - 70.0% Trust the Leadership:
Lowest Impact Risk Management - 63.5%
(Top 3 Project Lowest Impact (highest percent in the Yes - 30.0% Maybe - 49.3% No - 20.7%
Management Areas) “Low Impact” category):
Stakeholder Management - 27.6% Did not participate in any AI projects - 61.6%
Project Communication - 19.7% Participation in Participated in diverse* AI Projects - 38.4%
Project Budgeting - 8.9% AI projects. The
following question Diverse:
was used for this Other
Bachelor's Degree - 34.0%
analysis - "What Supply Chain and Optimization
Master's Degree - 47.8%
type of AI projects Predictive Maintenance
Education Doctoral, Ph.D - 7.4%
have you worked Energy Management
Technological Education/College - 3.9%
with? Autonomous Vehicles, RPA, and Robotics
Other - 6.9%
Quality Control and Inspection
PMI Global - 75.9%
Average AI maturity
PMI Local - 54.7% 4.61/10
in organisation
(PMI Global only - 21.2%)
PMI Membership/ Other or No Affiliation - 24.1%
Affiliation Organisation
(in other words, PMI Global members are investing in training
75.9%, 54.7% out of which are also PMI to make personnel 4.31/10
Local Chapter members) AI ready - Average
effort
Males - 81.8%
Gender Recruting or
Females - 18.2% Yes No I don't know
building AI
38.9% 45.8% 15.3%
Familiarity with On average, respondents rated their skills as competence
data terminology - Practicioners - 14.2%
Average Plans at production/deployed level - 12.3%
Familiar with - 43.7%
No knowledge - 42.2% Plans on Plans at the Proof of Concept level - 24.6%
How are you implementing AI in Discussed, but no firm plans - 36.5%
acquainted or Range of responses: an organization
experienced with No - 13.3%
24.1-58.1% had no knowledge I don't know - 13.3%
the following Data
Science related 31.5-55.7% claimed basic familiarity
skills (11 skills) 6.9-25.1% considered themselves practitioners

Top 3 skills respondents considered themselves

Practitioners of:
Familiarity with Data Visualization - 25.1%
data terminology - Cloud Computing (AWS, Azure,
TOP 3 skills in Google Cloud) - 21.7%
Practitioners/ Programming Languages - 21.2%
Familiar With/
Top 3 skills respondents were familiar with:
Now Knowledge
Data Storytelling - 55.7%
How are you Cloud Computing (AWS, Azure,
acquainted or Google Cloud) - 52.7%
experienced with
Data Ethics - 51.2%
the following Data
Science related Skills where respondents had no knowledge:
skills (11 skills) DataOps / MlOps / DevOps - 58.1%
Deep Learning / Neural Networks - 57.1%
Natural Language Processing - 51.7%

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Regional Comparison
Oceania
36 Respondents
Age Groups 35-44 - 36.1% 45-54 - 38.9% Learn how to create AI models - 77.8%
Lead projects on AI development - 75.0%
16.7% - IT Services
Industries
13.9% - Infrstructiure & Construction TOP 3:
No Experience/Experience - 19.1% Interest in learning Learn how
more about AI Lead Learning
Level of Knowledge Basic Level - 44.4% to create
projects how AI
and Experience in AI Intermediate Level - 36.1% a business
using AI as models
Advanced Level - 0.0% case for AI
a tool work
applications
How much do you think AI will change PM in the 88.9% 91.7%
88.9%
next 3 years - AVERAGE - 7.64
8.3% of respondents think that the impact of AI Look for new position in other organization:
AI Change/Impact on PM would be 4 and less (out of 10) Yes - 25.0% Maybe - 36.1% No - 38.9
on PM 5.6% of respondents think that the impact of AI
on PM would be 5-6 (out of 10) Look for new position within the organization:
86.1% of respondents think that the impact of AI Actions in case of
on PM would be 7 and more (out of 10) organizational lag in Yes - 22.2% Maybe - 38.9% No - 38.9%
product innovation/
Highest Impact (highest percent in the Propose new innovative projects:
technologies
“High Impact” category):
Data Collection & Reporting - 66.7% Yes - 75.0% Maybe -22.2% No - 2.8%
Highest/ Performance Monitoring - 61.1% Trust the Leadership:
Lowest Impact Knowledge Management - 52.8%
(Top 3 Project Lowest Impact (highest percent in the Yes - 22.2% Maybe - 44.4% No - 33.3%
Management Areas) “Low Impact” category):
Stakeholder Management - 47.2% Did not participate in any AI projects - 63.9%
Project Communication - 22.2% Participation in Participated in diverse* AI Projects - 36.1%
Project Time Management / Scheduling - 19.4% AI projects. The
following question Diverse:
was used for this Other
Bachelor's Degree - 33.3%
analysis - "What Supply Chain and Optimization
Master's Degree - 39.0%
type of AI projects Predictive Maintenance
Education Doctoral, Ph.D - 8.3%
have you worked Energy Management
Technological Education/College - 19.4%
with? Autonomous Vehicles, RPA, and Robotics
Other - 0.0%
Quality Control and Inspection
PMI Global - 83.3%
Average AI maturity
PMI Local - 44.4% 3.28/10
in organisation
(PMI Global only - 38.9%)
PMI Membership/ Other or No Affiliation - 16.7%
Affiliation Organisation
(in other words, PMI Global members are investing in training
83.3%, 44.4% out of which are also PMI to make personnel 3.08/10
Local Chapter members) AI ready - Average
effort
Males - 86.1%
Gender Recruting or
Females - 13.9% Yes No I don't know
building AI
58.3% 33.3% 8.4%
Familiarity with On average, respondents rated their skills as competence
data terminology - Practictioners - 4.0%
Average Plans at production/deployed level - 8.3%
Familiar with - 49.0%
No knowledge - 47.0% Plans on Plans at the Proof of Concept level - 27.8%
How are you implementing AI in Discussed, but no firm plans - 36.1%
acquainted or Range of responses: an organization
experienced with No - 13.9%
25-64% had no knowledge I don't know - 13.9%
the following Data
Science related 33-64% claimed basic familiarity
skills (11 skills) 0-11% considered themselves practitioners

Top 3 skills respondents considered themselves

Practitioners of:
Familiarity with Cloud Computing (AWS, Azure,
data terminology - Google Cloud) - 11.1%
TOP 3 skills in Data Visualization - 8.3%
Practitioners/ DataOps / MlOps / DevOps - 5.6%
Familiar With/
Top 3 skills respondents were familiar with:
Now Knowledge
Cloud Computing (AWS, Azure,
How are you Google Cloud) - 63.9%
acquainted or Data Visualization - 63.9%
experienced with
Programming Languages - 58.3%
the following Data
Science related Skills where respondents had no knowledge:
skills (11 skills) Image Segmentation & Classification - 63.9%
Image Localization / Object Detection - 63.9%
DataOps / MlOps / DevOps - 61.1%

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Appendix
23.a Questionnaire
SURVEY QUESTIONS
E-mail
How did you hear about the Survey?
What country are you operating from?
Age
Gender Identity
Ethnicity
How are you affiliated to PMI?
Are you a certified project manager? Several alternatives given
Which are your main industries?
What is your employment status?
Which is your higher education level?
What skills level do you possess in your project management role in the areas below? Several alternatives given
How much do you think that AI will change project management way of working in the next three years?
What is the AI maturity within your organization?
Are you building or recruiting AI competence to your organization?
If yes, how are the AI resources allocated/organized?
Has the organization which you are currently working for (consultant / employee) any plans on implementing AI?
If yes to plans implementing AI - Have you received any AI training from your employer?
How much effort is your organization investing in training to make personnel AI ready?
What type of solution will they go for? An internally developed AI solution or an off-the-shelf solution? (Multiple response possible)
Which skills do you think will be required in the future project management role? Several alternatives given
What level of knowledge and experience do you have in AI?
How are you acquainted or experienced with the following Data Science related skills? Several alternatives given
How many AI projects have you participated in? (leave blank for None)
Are you interested in learning more about how to use AI as a tool in project management or to run AI projects? Several
alternatives given
How do you think AI will impact the following areas of Project Management? Several alternatives given
If your organization were lagging in product innovation and/or technology, what would you do? Several alternatives given
Which sources do you use for self-improvement and qualification? Several alternatives given
What type of AI projects have you worked with? Several alternatives given
What roles were represented in the project? Several alternatives given
Did you achieve the expected result?
If you did the same project again, would you have handled it differently?
Have you collected lessons learned that can improve the next project?
What type of experience can you share with us? Several alternatives given
Can you describe your project case in a few lines?
Please, share your email contact for us to come in touch later.
If you would like to share this survey with someone else, please add their email below:

To see the full survey, please contact [email protected].

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23.b Glossary
Statistics: is the science that deals with data Model: “a simplification of reality” is the textbook
collection, analysis and summary. Formally it is a definition. The purpose of a model is to be a
division of mathematics that deals with uncertainty. practical approximation of what it seeks to model. In
data science, models are the approximation that will
Multivariate Statistics: Generally, the statistics
be used for the problem.
we learn and use daily are uni-variate, only one
variable is in focus. More advanced applications NLP: Natural Language Processing It is one of the
use multiple variables simultaneously which is most complex areas of Machine Learning, one
mathematically complicated. that has only recently advanced thanks to Deep
Learning. NLP consists of extracting information
Data Science: It is a multidisciplinary area that
from human voice and text, both from documents
combines a strong foundation in statistics with
and social networks (Nuhn et al., 2022; Abdalla,
elements of programming (software), visualization
2021).
(graphics) and other areas of mathematics such
as Numerical Analysis (approximations), Calculus Structured and Unstructured Data: Structured
(optimizations), etcetera to extract intelligence data, or Rectangular Data, is the data we are
from data. A suitable synonym would be Data used to, such as numerical data in spreadsheets
Mining (Dastyar et al., 2017), which is a term that or discrete data in the same format. Unstructured
had lot of traction in the 2000s. data is anything else such as images, sound,
(written) text, simulation data, and so on.
Big Data: It is synonymous with Data Mining but
focused on big data (the 3 Vs of Big Data). Big Pipeline: Literally a production line. When an
Data is to Data Science what High-Performance organization has mature data science processes, a
Computing is to Scientific Computing (Kuster, 2021). pipeline would be the entire sequence of the data
life cycle, from capturing data in situ to issuing the
Machine Learning / Statistical Learning:
opinion or dashboard at the end of the pipeline.
It is a data science tool that tries to automate
the process of creating a stochastic model Unconstrained Optimization: This is a class
from a dataset instead of deeply analyzing the of optimization problems. The very process
relationships between variables. (Abdalla, 2021). of generating the ML/DL model, also known as
“training,” is an Unconstrained Optimization
Deep Learning: It’s basically the same thing as
problem.
machine learning, but the field specializes in using
neural networks. The area differed from Machine Web-scrapping: Very common before the
Learning as it was considered more advanced and popularization of APIs. It consists of loading
closer to Artificial Intelligence (Abdalla, 2021; Ko et a web page via scripts and trying to extract
Cheng, 2007; Kahlil et al., 2022). some information (usually text) from there in an
automated way. It's very effective on open social
Artificial Intelligence: An area of mathematics
networks (like Twitter, although the API supports
that seeks to model the decision-making, learning
the same) and sites with an obvious structure (like
and reasoning process of the human mind. It is one
stores).
of the fringes of science and is best known for
Fuzzy Logic and other decision-making techniques. Premise: Premises are those facts that we assume
Roughly speaking, Machine Learning and Deep to be true, but could be wrong. Assumptions in
Learning are subareas of artificial intelligence, but projects imply risks, but in mathematical models,
neither is AI by itself (Abdalla, 2021; Kahlil et al., assumptions indicate under what conditions a
2022; Fehling et al., 2022). model works. If the premises are disregarded, the
model behaves unpredictably.
Operations Research: An area of mathematics
closer to optimization and numerical analysis than Supervised Models: These are those in which for
to statistics. Operations research solves planning each data set a known answer is given in advance. In
problems and depends on predefined deterministic a nutshell: “Follow the Lead.”
or stochastic models and therefore can be the next
Unsupervised Models: In this case, models are used
step after Machine Learning, can be used by it or
to find and expose patterns in the data structure
can be replaced by it (Fehling et al., 2022).
that can be exploited by other models.

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Linear Models: They are the simplest type of model Explainability: It is the possibility of explaining how
to make, explain and use, but they rely on linear a model works. When the model is an algebraic
correlations which is quite unusual in the real world. equation, the explanation is obvious when it is
a cluster or a tree it complicates, but it can be
Logistic Model: It gets its name from the Logistic
explained, when it is a neural network there is no
Equation that is known to those who work
way to explain it. The neural network is a tangle
with differential equations. It is one of the first
of equations interconnected by tensors, even
classification models learned in machine learning and
mathematically it is difficult to explain. So, when
is used in deep learning as well.
a neural network does something inexplicable, it’s
Nonlinear Models: These are models that cannot extremely difficult to interpret why a decision
be described as a linear combination. Resolution was made. When the decision was incorrect, the
and visualization techniques change, but the basic correction often costs as much as creating the
principles remain the same. network.

SVM / Support Vector Machines: It is an alternative Overfit: When creating a model, if it is a poor
model to multivariate linear models, but it can be approximation of the data it is said to be under-
extended to non-linear cases with the help of data fitted; if it excessively approximates the correct
transformations (kernels). They are very popular result it is said to be over-fitted. An under-fitted
because they result in a minimally explainable model is useless, an over-fitted model too, but you
equation and are almost as versatile as a neural only discover that too late. Over-fit models are
network (Chandanshive et Kambekar, 2021; Cheng et perfect approximations of the data set used to
al., 2010; Kahlil et al., 2022). create them and are unpredictable outside of this
context. They may also be biased because the data
Cluster: Clusters are groupings that are made has a representation problem.
in various ways, but mainly by distance and
density. Cluster analyses are performed as part
of exploratory analysis, a way of trying to identify
patterns and structures in the data when they still
have an unknown structure. They are one of the
unsupervised analysis techniques (Cheng et al., 2012).

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23.c References
All regions
Accenture 2021 - The art of AI maturity

Africa
1. Demographics of Africa - statistics & facts
2. A comprehensive list of all the English-speaking countries in Africa
3. Smart Africa. Artificial Intelligence for Africa
4. Africa’s Opportunity in Digital Skills and Climate Analytics
5. Government AI Readiness Index 2022
6. Africa is joining the global AI revolution

Asia
1. Full Translation: China’s ‘New Generation Artificial Intelligence Development Plan’ (2017) (stanford.edu)
2. Integrated Innovation Strategy 2022: Making Great Strides Toward Society 5.0 | The Government
of Japan - JapanGov -
3. National AI Strategy (smartnation.gov.sg)
4. Malaysia Artificial Intelligence (AI) Roadmap (airmap.my)
5. India AI Home
6. a2i – Aspire to Innovate
7. Digital Kazakhstan | Electronic government of the Republic of Kazakhstan (egov.kz)
8. About | Artificial Intelligence Office, UAE (ai.gov.ae)
9. Saudi Authority for Data and Artificial Intelligence (sdaia.gov.sa)
10. QCRI Center for Artificial Intelligence (Q-CAI) | HBKU

Europe
1. [EC] AI Watch - National Strategies on Artificial Intelligence
2. [EC] 2021 Coordinated Plan on Artificial Intelligence
3. [EC] Proposal for a Regulation on Artificial Intelligence
4. [McKinsey] AI in Europe: Tackling the Gap
5. [Microsoft] AI in Europe Report: At a Glance
6. [EC] Use of artificial intelligence in enterprises
7. [Oxford] 2022 Government AI Readiness Index

North America
1. Artificial Intelligence (AI) Market by Component, End-user and Geography - Forecast and Analysis
2023-2027
2. Artificial Intelligence [AI] Market Size, Share & Forecast 2030
3. https://www.state.gov/artificial-intelligence/

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South and Latin America
1. The Strategic and Responsible Use of Artificial Intelligence in the Public Sector of Latin America and
the Caribbean
2. Ministério da Ciência, Tecnologia e Inovação
3. Estrategia Nacional de Inteligencia Artificial (ENIA)
4. A Roadmap for AI in Latin America
5. Estratégia Brasileira de Inteligência Artificial -EBIA2021
6. Governo lança novo edital para contratar startups que desenvolvam soluções de Inteligência Artificial
7. Latin American Artificial Intelligence Index
8. Government AI Readiness Index 2022

Oceania
1. AI technologies | List of Critical Technologies in the National Interest | Department of Industry, Science
and Resources
2. Investments to grow Australia’s critical technologies industries | Department of Industry, Science
and Resources
3. Australia—AI adoption creates benefits and challenges for businesses (exportfinance.gov.au)
4. Home | NZ Digital government
5. About - AI Forum %
6. https://www.csiro.au/en/work-with-us/funding-programs/funding/Next-Generation-Graduates-
Programs
7. training.gov.au - ICTSS00120 - Artificial Intelligence Skill Set
8. https://www.csiro.au/AI-Ecosystem-Report
9. Australia’s Artificial Intelligence Ethics Framework | Department of Industry, Science and Resources

Global Report
1. The state of AI in 2023: Generative AI’s breakout year | McKinsey
2. Accenture 2023 A New Era of Generative AI for Everyone
3. Digital Skills Gap Index | Wiley
4. AI Index Report 2023 – Artificial Intelligence Index (stanford.edu)
5. https://oecd.ai/en/
6. https://www.oxfordinsights.com/government-ai-readiness-index-2022

Additional Reading and Resources

Examples of how AI can be used in project management (Harvard Business Review, Vargas & Rodrigues, February
2023) https://hbr.org/2023/02/how-ai-will-transform-project-management.)

How Artificial Intelligence Can Improve Project Management? (invensislearning.com)

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23.d Team Contact Details

NAME EMAIL LINKEDIN WEBPAGE CHAPTER LINKEDIN COUNTRY

Marly Nilsson [email protected] https://www.linkedin.com/in/ https://www.pmi-se.org https://www.linkedin.com/ Sweden
marly-nilsson/ groups/2020236/
Imran Khursid imran.khurshid https://www.linkedin.com/in/ https://www.pmi-se.org https://www.linkedin.com/ Sweden
@pmi-se.org marly-nilsson/ groups/2020236/
Bruno Rafael [email protected] https://www.linkedin.com/in/ https://www.pmirio. https://www.linkedin.com/company/ Brasil
Santos santosbrc org.br pmi-rio-de-janeiro-chapter/
Iryna Udovenko iryna.udovenko https://www.linkedin.com/in/ https://www.pmiukraine. https://www.linkedin.com/company/ Ukraine
@pmiukraine.org irenudovenko/ org pmi-ukraine-chapter/
Liza Moroz morozeliz2019 https://www.linkedin.com/in/ https://www.pmiukraine. https://www.linkedin.com/company/ Ukraine
@gmail.com yelyzaveta-moroz-5b238218a/ org pmi-ukraine-chapter/
Olalla García Peréz info https://www.linkedin.com/in/ https://www. https://www.linkedin.com/company/ Galicia -
@pmi-galiciachapter.org olallagarciaperez pmi-galiciachapter.org/ pmigalicia Spain
Ricardo Naciff ricardo.naciff https://www.linkedin.com/in/ https://www.linkedin.com/company/ France
@pmi-france.org ricardonaciff/ https:// pmi-france
www.pmi-france.org/
Boris Piiavskii [email protected] https://www.linkedin.com/in/ https://www.pmi.org.il https://www.linkedin.com/company/ Israel
borispiyavsky/ pmi-israel-chapter
Kjetil H. Volle vicepresident http://linkedin.com/in/ https://www.pmi-no.org https://www.linkedin.com/company/ Norway
@pmi-no.org kjetil-hatlestad-volle-a781443 pmi-nc/
Annesha Ahmed president https://www.linkedin.com/in/ https://www. https://www.linkedin.com/company/ Bangladesh
@pmibdchapter.org annesha84/ pmibdchapter.org pmi-bangladesh-chapter/
Sachin Sood president https://www.linkedin.com/in/ https://www. https://www.linkedin.com/company/ India
@pmibangalore.org sachinsood/ pmibangalore.org pmi-bangalore-chapter/
Estelle Detrembleur Estelle.Detrembleur https://linkedin.com/in/ https://www.pmi.org.uk https://www.linkedin.com/company/ UK
@pmi.org.uk estelledetrembleur pmiuk/
Laura Samso [email protected] https://www.linkedin.com/in/ https://www.pmi-gc.de https://www.linkedin.com/company/ Germany
laurasamso pmi-germany-chapter/
Enrico Toselli [email protected] www.linkedin.com/in/ https://www.pmi-dk.org https://www.linkedin.com/company/ Denmark
tosellienrico pmi-dk/
André Correia andre.correia https://www.linkedin.com/in/ https:// https://www.linkedin.com/company/ Portugal
@pmi-portugal.org andrecorreia/ pmi-portugal.org/ pmi-portugal-chapter/
Adi Muslic sponsoring https://www.linkedin.com/in/ https://www. https://www.linkedin.com/company/ Switzerland
@pmi-switzerland.ch adimuslic pmi-switzerland.ch pmi-switzerland/
Ala Lutz ala.lutz https://www.linkedin.com/in/ https://www. https://www.linkedin.com/company/ Switzerland
@pmi-switzerland.ch ala-lutz-4a33344a/ pmi-switzerland.ch pmi-switzerland/
Davide La Valle [email protected] https://www.linkedin.com/in/ https://www.pmi.org/ https://www.linkedin.com/company/ Italy-NIC
davidelavalle/ chapters/northern-italy pmi-northern-italy-chapter/
Giuseppe Di Maria giuseppe.dimaria https://www.linkedin.com/in/ https://pmi-belgium.be/ https://www.linkedin.com/company/ Belgium
@pmi-belgium.be giuseppe-dmx/?locale=en_US 226581/admin/feed/posts/
Michelle Caicedo michelle.caicedo https://www.linkedin.com/in/ https://www. https://www.linkedin.com/company/ Italy-CIC
Garcia @pmi-centralitaly.org michellecaicedo/ pmi-centralitaly.org/ pmi-rome-italy-chapter/
Vincenzo Corvello vincenzo.corvello https://www.linkedin.com/in/ https://www.pmi-sic.org/ https://www.linkedin.com/company/ Italy-SIC
@pmi-sic.org vincenzocorvello/ pmi-sic/
Yuliya Zhevno [email protected] https://www.linkedin.com/in/ https://pmiqaz.org/ https://www.linkedin.com/company/ Kazakhstan
yuliyazhevno/ pmiqaz/
Temisan Sagay [email protected] https://www.linkedin.com/in/ https://www.linkedin.com/company/ Canada
temisansagay/ pmiovoc/
Mei Lin [email protected] https://www.linkedin.com/ https://pmidallas.org/ https://www.linkedin.com/in/mei767/ Dallas-USA
company/pmidallas/
Kellie Brits [email protected] https://www.linkedin.com/in/ https://www.linkedin.com/company/ Netherlands
kelliebrits/ pmi-netherlands-chapter/
Joel Cardenas [email protected] https://www.linkedin.com/in/ https://fi.linkedin.com/company/ Finland
joel-cardenas88/ pmi-finland-chapter Phase 2
Peter Glynne [email protected] https://www.linkedin.com/in/ https://pmi-ireland.org/ https://www.linkedin.com/company/ Ireland
peterglynne/ ireland-chapter-of-pmi/
Lavanya lavanyavraghavan https://www.linkedin.com/in/ Bangalore-
Vijayaraghavan @outlook.com lavanya-vijayaraghavan/ India
Madina Baizhanova m.a.baizhanova https://www.linkedin.com/in/ https://www.linkedin.com/company/ Kazakhstan
@gmail.com mbaizhanova/ pmiqaz/
Riam Chazbeck president https://www.linkedin.com/in/ https://www.pmi.org/ https://www.linkedin.com/company/ Lebanon
@pmilebanonchapter.org riam-chabeck-pmp-47a8bb46/ chapters/lebanon pmi-lebanon-chapter/mycompany/
?viewAsMember=true
Aneliya Chervenova aneliya.chervenova https://bg.linkedin.com/in/ https://pmi.bg/ https://bg.linkedin.com/company/ Bulgaria
@pmi.bg aneliya-chervenova-84898416 pmi-bulgaria-chapter

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23.e Countries and Responses per Region

EUROPE 681 NORTH 717 ASIA 542 AFRICA 135 LATIN 203 OCEANIA 36
RESPONSES AMERICA RESPONSES RESPONSES RESPONSES AMERICA RESPONSES RESPONSES

Albania 3 Antigua and Afghanistan 1 Angola 8 Argentina 9 Australia 25

1
Barbuda
Belgium 13 Bahrain 2 Botswana 1 Bolivia (Plurinational 3 Cook Islands (the) 1
Bahamas (the) 1 State of)
Bulgaria 11 Bangladesh 66 Burkina Faso 1 Fiji 1
Belize 2 Brazil 117
Croatia 3 Cambodia 2 Cameroon 2 New Zealand 9
Bermuda 2 Chile 8
Czechia 8 China 4 Côte d'Ivoire 4
Canada 168 Colombia 22
Denmark 42 Cyprus 1 Egypt 10
Costa Rica 7 Ecuador 13
Estonia 3 Georgia 3 Ethiopia 8
Dominican Paraguay 1
Finland 19 10 Hong Kong 6 Ghana 8
Republic (the)
Peru 22
France 17 India 160 Guinea 2
El Salvador 8
Uruguay 3
Germany 31 Indonesia 2 Kenya 11
Guatemala 3
Venezuela (Bolivarian 5
Greece 2 Haiti 1 Iran (Islamic Libya 2 Republic of)
2
Republic of)
Hungary 7 Mauritius 2
Honduras 2
Iraq 3
Ireland 11 Morocco 6
Jamaica 3
Israel 11
Isle of Man 1 Mozambique 2
Mexico 40
Japan 17
Italy 175 Namibia 1
Panama 4
Jordan 2
Lithuania 4 Nigeria 22
Puerto Rico 4
Kazakhstan 55
Luxembourg 1 Rwanda 4
Saint Vincent and
1 Korea
Netherlands (the) 35 the Grenadines 3 Saint Helena,
(the Republic of)
Ascension and 1
Norway 15 Trinidad and
7 Kuwait 6 Tristan da Cunha
Tobago
Poland 8 Lebanon 23 Senegal 3
United States of
Portugal 77 453
America (the) Malaysia 26 Somalia 1
Romania 6 Maldives 1 South Africa 12
Russian Federation Nepal 1 South Sudan 2
5
(the)
Oman 5 Sudan 2
Serbia 1
Pakistan 17 The Central
1
Slovakia 1 African Republic
Philippines (the) 6
Spain 24 The Niger 1
Qatar 5
Sweden 86 Tunisia 4
Saudi Arabia 33
Switzerland 17 Uganda 6
Singapore 15
United Kingdom of United Republic of
Sri Lanka 1 2
Great Britain and Tanzania
36
Northern Ireland Taiwan (Province Zambia 3
(the) 5
of China)
Zimbabwe 3
Ukraine 19 Thailand 2
Timor-Leste 1
Turkey 14
Turkmenistan 1
United Arab
28
Emirates (the)
Uzbekistan 4
Viet Nam 8

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23.f Data Cleaning Report
Project: AI in PM Survey 2023
Prepared by: Temisan Sagay
Date: October 25th, 2023

Executive Summary
This data cleaning report delineates the meticulous procedures undertaken to enhance the integrity,
consistency, and analytical aptitude of raw survey data. Leveraging Microsoft Excel, our objective
was to refine the dataset by addressing data anomalies, standardizing formats, and preserving
data privacy.

Data Overview
• Software/Application: Microsoft Excel
●• Raw Data: 2,319 rows
• High-Quality Data: 2,314 rows
• Incomplete/Bad Data: 5 rows

Data Cleaning Steps

1. Duplicate Check
Status: No duplicate entries found, all records are unique.
2. Removal of PII (Email Information)
Status: Email-related data was expunged and column headers were concealed as follows:
● • Columns Affected:
• “Email”
• “Please, share your email contact for us to come in touch later”
• “If you would like to share this survey with someone else, please add their email below.”
Excel Formula (for email column data removal):
=REPT(“*”, LEN([cell]))
Reason: Complying with data protection standards, personal email information was removed to
safeguard respondents’ privacy.
3. Hide “How did you hear about the Survey?” Column
Status: The column “How did you hear about the Survey?” was hidden.
Reason: Presently, no immediate utility is apparent for this column in the context of the analysis;
however, it may prove beneficial in future examinations.
4. Formatting Standardization
Status: Formatted the dataset as follows:
● • Renamed “Tidstämpel” column header to “Date.”
● • Corrected “1 Bolívia” to “Bolivia (Plurinational State of).”
● • Corrected “1 Itália” to “Italy.”
● • Corrected “66 BraSIL” to “Brazil.”
● • Corrected “4 Côte d’Ivoire“ to “Côte d’Ivoire.“
Excel Formula (for text replacement):
=SUBSTITUTE([cell], “Incorrect Text“, “Corrected Text“)

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 5. Removed White Spaces
Status: Employed the TRIM function to eliminate extraneous white spaces.
Excel Formula (for trimming white spaces):
=TRIM([cell])
Reason: Eliminating white spaces is imperative to ensure data consistency and maintain data
integrity for analytical purposes.
6. Mapped Countries to Continents
Status: Country-to-continent mappings were established through reference to the United
Nations Statistics Division dataset.
Source: United Nations Statistics Division: Countries or areas and their continents
Reason: Enabling geospatial analysis, the mapping of countries to continents equips us with
insights that are pivotal in comprehensive data analysis.

Conclusion
This rigorous data refinement process within Microsoft Excel has resulted in an augmented
dataset, primed for sophisticated statistical analyses and exploratory data ventures. The outcomes
encompass heightened data quality and consistency, facilitating superior analytical outcomes.

Recommendations
● • As a matter of best practice, thorough documentation of data cleaning procedures should be
upheld to ensure transparency and facilitate future referencing.
● • In adherence to data privacy principles, the handling of personally identifiable information
(PII) necessitates continued vigilance to ensure compliance with relevant data
protection regulations.
● • It is advisable to validate data against the survey tool to ascertain the preservation of data
fidelity and consistency throughout the data cleansing process.

Next Steps
With the purified dataset now in hand, it is poised for in-depth scrutiny, advanced data visualization,
and insightful reporting. The ensuing data analysis and interpretation will yield valuable insights,
guiding informed decisions based on the survey findings.

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Background, Approach and
Methodology
The survey started 1st June 2023 and ended beginning, only PMI Sweden ran the survey, later
on 30th September 2023. The survey was a total of 27 Chapters from 25 countries joined
targeting PMI members, people working and a project team of 32 project managers
on projects and the project management participated in the work to get answers from
community. Roles that will be impacted by the their respective countries.
implementation of AI in project management.
From the start, the survey was offered in
The survey was initiated by PMI Sweden. The English only, but in August it was also made
decision to support a follow-up to the 2022 available in Portuguese and French. Considering
survey was made by PMI Sweden’s board in the limited number of English speakers in some
April 2023. A month later, in May, an agreement countries and regions, this has potentially
was reached in the PMI European Leadership impacted positively the number of respondents
Team to support the project and encourage we achieved.
European chapters to join this initiative. In the

Survey Questionnaire and Structure

It was decided that the survey should take no more than 5-10 minutes to complete. The
questionnaire was tested by AI experts and was built on the questions from the 2022 survey.
Furthermore, we tested the survey by a knowledge management team in Rio de Janeiro and
a handful of PMI Sweden members with exams from the KTH University in Stockholm. All these
reviews ensured that the survey questions and answers would consider:
• Inclusion and diversity globally
• Mutually exclusive and collectively exhaustive options
• The themes and interpretations being clear across cultures

The survey was divided in five sections, each one aimed at a different type of data:
1. Demographic and Geographic Information: we would like to understand who our
audience is.
2. AI Maturity: We would like to understand how our audience is acquainted with AI tools
and techniques.
3. AI Deployment: We want to know how our fellow practitioners are dealing with
AI advancement in their organizations.
4. Experience in AI Projects: Tell us about your experience in working on or leading
AI projects.
5. Case Study: If you have hands-on experience in implementing AI or using AI tools in project
management implementation, please submit a case study proposal, and we will take care
of the rest.

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The survey was designed to capture a diverse In response to “How did you hear about the
range of data, featuring multiple-choice survey?” the top source in the English version
questions, ratings on a scale of 1-10, and was email, with 43%, which shows that the
categorical ratings such as basic, intermediate, death of email may be exaggerated. This was
and advanced, alongside options yes/no/maybe. followed by LinkedIn, with 11% and on par
This diversity in response formats enabled us to with websites.
gather a broad spectrum of insights.
In communication from PMI, email leads with
The respondents could be anonymous if they 46%, followed by websites with 20% and
wanted to. Most people did not, probably due to newsletters with 9%. This clearly shows
the incentive to get the report and an invitation the importance of direct communications
to the presentation of the results. with members and although social media is
important, it seems difficult to reach through in
The survey was conducted online and promoted
the vast number of posts there.
via newsletters and webinars to PMI members
and on social media. It was promoted to the PMI was the main source for finding the survey,
wider project management community in posts either in general, by Chapter communications,
and articles, primarily on LinkedIn. For the survey, on the web at projectmanagement.com or
PMI Sweden built a web page on which the via other members. Considering the number
project and teams were presented, including the of responses, PMI has a strong and
project’s goal and a link to the survey. collaborative community.

Methodology, Data Analysis

and Cleaning
In total, we received 2319 answers obtained Even though we had tested the questionnaire
via Google Forms, which were downloaded in before the launch, we noticed that some
Excel format and underwent rigorous data regions had a problem interpreting how to
cleaning processes. This involved addressing answer the question about the number of
anomalies, standardizing formats, and AI projects they had participated in. The
ensuring the privacy of respondents’ data. answer to that question did not feel reliable
After the cleaning, 2314 responses remained. in some regions. We found higher reliability
Further details are available in the Data in an associated question about the type of
Cleaning Report under Appendix section 23.g. projects the respondents had participated in.
Since we felt more confident with the answers
We used the United Nations Statistics Division
to this question, we used this instead. This was
dataset to map the countries of operation
particularly the case for responses in Asia.
reported by the respondents to their
respective continents, enabling a region-wise Questions that yielded unreliable data were
analysis across Africa, Asia, Europe, excluded from our analysis. This included
North America, Latin America, and Oceania. an instance with a high number of missing
Each region was analyzed by dedicated responses, unintelligible or garbled text, and
teams of volunteers, ensuring focused and answers that did not pertain to the
detailed examination. question asked.

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Detailed Responses on
Demographics
The global and regional reports are detailing the numbers of participants, distribution of gender, age,
academic background, and the affiliation to PMI on regional and global level.

Methodology Used for Data Analysis

Our primary tool for data analysis was Excel. Excel was used to conduct descriptive statistical
analysis, focusing on calculating percentages to interpret the data. Graphical representations were
created using Excel and Power BI.

Using a 10-point scale, responses of 7 or more are considered high. Responses of 4 or less are
considered low.

Chart data is approximate and rounded to nearest tenth, which may result in some chart
sections not totaling 100 exactly.

Market Research
For the market research, we have mainly used ChatGPT and then looked for details in links to
the sources.

Quality Review and Control

A stringent quality control process was put in place, reviewing all reported analyses across regions to
ensure consistency and accuracy.

In the quality review phase, we had a dedicated data analyst checking all the numbers to ensure that
they were calculated and rounded up according to common procedures and rules. The content itself
was reviewed by two people in the market analysis team and when both had given their approval -
including the numbers - the material/report was given final approval.

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© 2024 Project Management Institute. All rights reserved. “PMI”, the PMI logo and “PMP” are registered marks of
Project Management Institute, Inc. (1/24)