Pushing the Limits:

Transforming Project
Management With GenAI
Innovation

Pushing
the Limits
Transforming Project Management
With GenAI Innovation

1
Contents 1 Introduction..................................................................................................................................................................4
2 Rapid Growth of GenAI Use in Project Management — Key Drivers and Highlights..........6
2.1 Proficiency in GenAI Promotes More Complex Use Cases......................................................................................................8
2.2 Urgent Need for Greater Organizational Support .......................................................................................................................11

3 How Trailblazers Use GenAI to Reshape Project Management: A Deep Dive .................... 14
3.1 Tasks With High Automation Represent Low-Hanging Fruit................................................................................................. 15
3.2 Biggest Benefits Lie in Individual Performance and Skill Enhancement....................................................................... 20

4 What's Next for Maximizing Benefits? ..................................................................................................... 25

4.1 Hidden Opportunity Lies in High-Impact, Low-Usage Tasks............................................................................................... 26
4.2 Need to Prepare for Challenges of Self-Directed GenAI Usage ...................................................................................... 28

5 The Bottom Line..................................................................................................................................................... 31

6 Acknowledgments............................................................................................................................................... 32
7 Appendix.................................................................................................................................................................... 33
7.1 Demographic Breakdown of the Research..................................................................................................................................... 34
7.2 Factors Impacting GenAI Adoption................................................................................................................................................... 35

8 References...............................................................................................................................................................36
Pushing the Limits:
Transforming Project
Foreword
Management With GenAI
Innovation
The impact of generative artificial intelligence (GenAI) and its reshaping However, this tale also shows that challenges remain. On one hand,
of the project management profession is a topic that we approach with individual mastery of GenAI is critical to leveraging the tool to its fullest
a high sense of urgency and responsibility at the Project Management potential, while organizational acceptance is also necessary but, in some
Institute (PMI). In a series of thought leadership reports, proprietary cases, lagging behind.
research, guides, and e-learning offerings, we have explored GenAI's
For project professionals, the message is clear: the time is now to begin
impact on the profession and defined actionable insights with our global
leveraging GenAI in your work. Learn the tools. Experiment. Start small by
community subject matter experts.
using GenAI to automate simple tasks, but then get more ambitious. Use
In our latest report, Pushing the Limits: Transforming Project GenAI to make your job more efficient and to improve the quality of your
Management with GenAI Innovation, we dive deeper into the various outputs. This will require a deep understanding of GenAI, how it works, and
ways that project professionals are using GenAI to both efficiently run how you can apply it to your unique circumstances.
projects and, even more importantly, to increase the likelihood that
However, always remember that your insight and experience, your
those projects deliver real value.
creativity and acumen, cannot be replicated by a machine. Ultimately, you
The insights tell a fascinating story. It’s the story of a disruptive are accountable for generating value for your stakeholders, be they your
technology that is quickly becoming a necessary tool to complete customers, your colleagues, or your organization’s C-suite. You, the project
successful projects, and of a profession that is becoming more professional, are accountable for delivering your project successfully.
comfortable using that tool to perform more ambitious, complex tasks. It
illustrates the potential that GenAI has to transform the way projects are Pierre Le Manh, PMP
managed, and to improve the quality and accuracy of the work done by President & CEO
project professionals. Project Management Institute

3
1 Introduction Generative artificial intelligence (GenAI) technology has proven to be more than
Pushing the Limits:
Transforming Project
Management With GenAI just a passing trend or the latest hype from Silicon Valley. GenAI is advancing at an
Innovation
unprecedented speed, outpacing the development of many other technologies.
Recent developments have showcased the potential of GenAI models to create
games, animations and videos with simple prompting
instructions, demonstrating their versatile applications and
transformative capabilities across various industries. High adopters are gaining
an edge by using GenAI
As GenAI models have advanced, becoming capable of for more projects and
in a variety of tasks in
performing more complex tasks across various contexts,
their projects, leading to
project professionals and organizations are experiencing increased productivity,
profound transformations in their processes and problem-solving, creativity
operations. A study1 published by Boston Consulting and direct contributions
to organizational
Group earlier this year revealed that 89% of the
transformation.
executives interviewed ranked AI and GenAI as a top-
three technology priority for 2024. However, the study
also showed that 66% of these executives were ambivalent about or dissatisfied
with their organizations’ progress on AI/GenAI adoption.

A study by Microsoft and LinkedIn2 indicated that 76% of survey participants

agreed on the necessity of adopting AI to remain competitive. Additionally, 66% of
leaders stated they would not hire someone without AI skills, and 71% expressed
a preference for hiring less-experienced candidates with AI skills over more
experienced ones without them. The study also highlighted that project managers,
product managers and program managers are among the top professionals rapidly
upskilling in AI.

4
Pushing the Limits: Our PMI proprietary research, First Movers’ Advantage —
About This Research
Transforming Project
Management With GenAI The Immediate Benefits of Adopting Generative AI for
Innovation
Project Management, confirms some of these findings and
supports the urgent need for organizations and project Between March and April of 2024, PMI conducted the second For analysis, participants were categorized according to their
professionals to experiment and adopt GenAI at scale. global study encompassing 500 project professionals, each responses to the following question: During the last six months,
This study also identified a big gap between high adopters representing their organization, collecting data from 18 industry on approximately what percentage of your projects have you
sectors in 12 countries. This study is the second in a series of used GenAI for managing project work (on a scale of 1%–
(designated as “Trailblazers”) and those in the early stages
global research projects designed to understand the state of 100%)? We then focused on those who used GenAI 1%–15%
of learning and experimenting with GenAI (designated the art of GenAI in the project management profession. The of the time (Explorers) and over 50% of the time (Trailblazers).
as “Explorers”). High adopters are gaining an edge by first study, with the same scope and geographic base, was Collectively, these groups comprise 56% of those we surveyed.
using GenAI for more projects and in a variety of tasks in conducted in December 2023 and January 2024.
In our first report, we focused on the differences between
their projects, leading to increased productivity, problem- As we were interested in GenAI usage trends and applications, Explorers and Trailblazers. In this report, we aimed to
solving, creativity and direct contributions to organizational using the technology for at least some of their project work understand the impact GenAI had on developing skills and the
transformation. was a prerequisite for participating in the study. To account role organizations can play in encouraging this growth.
for differences in daily job functions and industries, we asked
respondents what overall percentage of projects they use In addition to the survey, we also interviewed 19 subject matter
This gap is reflected in the different ways organizations
GenAI for, rather than the total number of individual tasks. For a experts on GenAI and project management across 12 countries
are proceeding with GenAI. While some don’t know and five continents. Their experience and perspectives helped
full breakdown of industries, countries and other demographic
where to start, others are enabling and supporting more data, please see the Appendix. guide our key takeaways from the research.
comprehensive experimentation and advanced use
cases. As we look at these approaches, we can now see
more clearly the potential of GenAI to transform not only
the project management profession, but how project
professionals can create greater value and play a key role in
helping transform their organizations.
In this report, we delve into:

The most common tasks GenAI is used for and the associated impact

The skills professionals are advancing as they adopt GenAI for complex work

What is next for those users pushing the limits of GenAI adoption in project management
5
2 Rapid Growth of This section of the report addresses the evolving In the three months between the first and
Pushing the Limits:
Transforming Project
Management With GenAI tension surrounding the disparity between the second waves of our study on GenAI in project
Innovation

GenAI Use in Project

rapid adoption of GenAI by project managers management, Trailblazers — those using GenAI
and the slower organizational readiness to for 50% or more of their projects — increased
support its transformative impact at the by 86% (see the About This Research box on

Management — Key enterprise level.

As GenAI becomes increasingly prevalent

the previous page and Figure 1 on next page).
Specifically, the percentage of Trailblazers

Drivers and Highlights

rose from 20% to 37% of the total sample.
in project management, with new tools
Additionally, the adoption of GenAI tools to
democratizing access to AI, many organizations
support task execution at the project level has
struggle to keep pace with its rapid adoption.
increased significantly, with 43% of respondents
This disconnect highlights the need for better
using the technology for more than 50% of
alignment between individual usage and
project task execution. In other words, of the
organizational strategy to leverage this powerful
project professionals we surveyed who utilize
tool effectively across the entire enterprise.
GenAI, two of every five use it in more than half
of their project work.

Key Insights
As project professionals master GenAI, they GenAI has transformative potential for
focus more on complex tasks, such as risk operational processes, but organizational
management and project planning, showcasing adoption lags behind that of individual project
its capability to drive exploration into advanced professionals.
applications.

6
Pushing the Limits: These developments correspond with other global studies.
Transforming Project
Figure 1. Comparison of GenAI usage in percentage of projects from Wave 1 to Wave 2
Management With GenAI A report by Microsoft and LinkedIn3 found that use of GenAI
Innovation
has doubled in six months, with 75% of global knowledge
workers now using it in some fashion. Likewise, it is very Wave 1 Wave 2

likely that GenAI use will continue to grow for at least the 40%
37%
short term. GenAI is an emerging and evolving technology,
35%
becoming more sophisticated and adding more features.
30%
28%
26% 25%
25%
22% 22%
20%
20%
As GenAI becomes increasingly 18%
prevalent in project management, 15%
with new tools democratizing access
to AI, many organizations struggle to 5%
keep pace with its rapid adoption.
0%

Trailblazers Innovators Adapters Explorers

+85% -15% -21% -28%
INCREASE DECREASE DECREASE DECREASE
ON WAVE 2 ON WAVE 2 ON WAVE 2 ON WAVE 2
This constant development expands its potential user base
and exposes it to more industries. As project professionals
and other users become more familiar with GenAI, its usage Q: During the last six months, on approximately what percentage of your projects have you used GenAl for managing project work?
(n=500, confidence level = 95%)
in the project management profession should continue to
increase organically. Note: Definitions of Explorers and Trailblazers in “About This Research.” For more definitions, please see the report from Wave 1.
Source: PMI — Generative AI in Project Management Survey: Wave 2, n = 500

7
 2.1 Proficiency in GenAI Promotes More Complex Use Cases

Pushing the Limits: In our previous research on GenAI adoption in project

Transforming Project
Figure 2. Comparison of GenAI usage between Explorers and Trailblazers from Wave 1 to Wave 2
Management With GenAI management, First Movers' Advantage, we took a top-down
Innovation
analysis approach to understand how organizations were
TRAILBLAZERS EXPLORERS Gap Between Groups*
implementing GenAI. In this report, our focus shifts to how Percentage point change
Wave 1 Wave 2 Wave 1 Wave 2
project professionals are driving adoption, especially at the WAVE 1 WAVE 2

task level. We found that not only are more users becoming Planning (Wave 1)
55%
54%
Planning and monitoring (Wave 2) 33% 22 29
comfortable with GenAI, but they are also finding novel ways 25%
42%
to tackle increasingly complex tasks. This development Communication 36%
33% 9 3
highlights that it is not enough to simply use GenAI; rather, 33%
38%
the key with GenAI is the value it helps the user create. Reporting
37%
11 8
27%
29%

Our research reveals a significant divergence between 46%

45%
Risk identification/management 17% 29 20
Explorers and Trailblazers in how they use the technology. 25%
49%
Initially, Explorers and Trailblazers showed similar uptake Budgeting/cost management
40%
33 27
16%
13%
in introductory tasks such as communication and content
49%
summarization (see Figure 2). However, as Explorers have Talent and resource management 16%
30%
33 26
4%
embraced these capabilities, Trailblazers have increasingly
37%
37%
shifted their focus to more complex tasks, such as risk Decision support 10% 27 25
12%
management and data analysis and budgeting/cost 31%
69%
management, widening the gap between the two groups. Data analysis 16% 15 21
48%
74%
While Explorers continue to utilize GenAI for introductory 53%
Summarizing and reviewing content 46% 28 -1
54%
tasks, such as communication and content summarization,
Trailblazers are pushing their boundaries by using GenAI
to transform the way they do their jobs. This shift suggests
that as users become more proficient with GenAI, they are * The gap between groups is represented in percentage point change.
Source: PMI — Generative AI in Project Management Survey: Wave 1, n = 500, and Wave 2, n = 500
exploring advanced applications, creating opportunities
for innovative project management practices in their
organizations.
8
Pushing the Limits: As Lenka Pincot, chief of staff to the CEO, PMI, emphasizes,
Transforming Project
Management With GenAI “Embracing technology for true transformation in an
Innovation
organization means more than just applying it to existing
processes — it requires a complete rethink of how we Who Are the Trailblazers?
approach our work and how we create value.” Trailblazers are individuals who are at the forefront of GenAI
adoption, pioneering new and innovative ways to leverage
As professionals become proficient with GenAI, they the technology and using it in more than 50% of their recent
progress beyond automating routine tasks to augmenting projects. We first detailed Trailblazers in our report, First
their project management skills. This evolution allows them Movers’ Advantage.
to tackle increasingly intricate challenges and innovate in
their roles. Wellinghton Barboza, energy project manager Unsurprisingly, Trailblazers are most likely to be found in
at Gerente Division Electromecanica, Honduras, illustrates IT, where technological innovation tends to be adopted
this augmentation potential with an example: “In the energy more quickly (see Figure 3). Interestingly, Trailblazers are
sector, where projects are inherently complex, GenAI has also more likely to adopt hybrid approaches to project
revolutionized our risk management practices. By developing management, highlighting the need for flexibility and
tailored AI models for each project and feeding them potential opportunities for tailoring ways of working when
detailed data, we've empowered these models to act as using GenAI (see Figure 4).
senior project management assistants. They analyze project
contexts, identify risks and leverage insights from past
projects.”4 “In the energy sector, where projects
Furthermore, the widening gap between Explorers and
are inherently complex, GenAI has
Trailblazers underscores that realizing the full potential of revolutionized our risk management
GenAI for complex project management tasks requires practices.”
more than just adopting the technology — it demands
Wellinghton Barboza, energy project manager at
the effective integration of project management skills and Gerente Division Electromecanica, Honduras

advanced knowledge in using GenAI.5

9
Pushing the Limits: Our research highlights that while applying technology to
Transforming Project
Figure 3. Breakdown of Trailblazers and Explorers by top industry
Management With GenAI existing processes boosts efficiency — a discovery primarily
Innovation
made by Explorers — true transformation and innovation TRAILBLAZERS EXPLORERS
arise when professionals possess a deep understanding of
18%
GenAI and strategically apply it to generate new value. As
35%
IT IT
articulated in our report, Talking to The Machine, mastering 52% 26%
Financial 26% Financial
GenAI is a skill that necessitates continuous training and services services
27% Consulting Consulting
20%
practice.
21% 30%
11% 13%
2%
Wave 1 Wave 2 Wave 1 Wave 2

True transformation and innovation

arise when professionals possess a Note: After evaluating more than 18 industries, we focused on these specific ones because our data showed they are the
leading sectors for employing GenAI in project management. A decreasing number from Wave 1 to Wave 2 can be explained
deep understanding of GenAI and
by a better distribution of Explorers and Trailblazers across industries, and not necessarily a reduction in the total number of
strategically apply it to generate Explorers or Trailblazers.
new value.
Source: PMI — Generative AI in Project Management Survey: Wave 1, n = 500, and Wave 2, n = 500

Becoming a Trailblazer in this new era of project Figure 4. Breakdown of Trailblazers and Explorers by project management approach

management entails not only increasing GenAI usage but

TRAILBLAZERS EXPLORERS
also engaging in ongoing iteration and experimentation
to uncover its nuances and maximize its potential for
40% 41%
53% 56% Hybrid Hybrid
innovation.
Agile Agile

Predictive 25% Predictive

38%
18%
24% I don't know/other I don't know/other
27%
28% 18%
20%
1% <1% 3% 7%
Wave 1 Wave 2 Wave 1 Wave 2

Note: Percentages may not total 100 due to rounding.

Source: PMI — Generative AI in Project Management Survey: Wave 1, n = 500, and Wave 2, n = 500
10
 2.2 Urgent Need for Greater Organizational Support

Pushing the Limits: Although Trailblazers have positioned themselves Many organizations continue to struggle with
Transforming Project
Figure 5. Change in organizational GenAI enablement
Management With GenAI to transform their project management work with implementing GenAI across various business
Innovation
GenAI, they require organizational support to fully processes.
unlock the technology’s potential. However, the Wave 1 Wave 2
According to a recent Microsoft and LinkedIn
uncertainty surrounding quantifying productivity 45%
study,6 60% of leaders expressed concern that their
gains from using GenAI has led organizations to 40%
40%
organization’s leadership lacks a clear plan and vision
proceed at a slower pace than trailblazing project
for implementing GenAI applications. As a result, 35% 33%
professionals. Despite significant user growth, 32%
many top organizations are unable to engage in the 30%
organizational support for GenAI deployment has
kind of development that could usher in system-wide
lagged (see Figure 5). 25% 23% 24%
22%
evolution.
20%
According to our
This siloed approach As a Harvard Business Review and AWS survey7
GenAI enablement 15%
11%
prevents Trailblazers from among chief data officers at leading companies 7%
rating, the number of 5%
5%
4%
creating novel, GenAI-driven revealed, nearly one-third of executives are focused
solutions that can transform Peak organizations 0%
on individual-level experimentation rather than 1 2 3 4 5
business processes and effectively supporting the Not at all Very well
operations. developing enterprise-wide use cases. This siloed established established (“peak”)
use of GenAI in project
approach prevents Trailblazers from creating novel,
management has actually -20% +57% +4% +21% -31%
GenAI-driven solutions that can transform business DECREASE
ON WAVE 2
INCREASE
ON WAVE 2
INCREASE
ON WAVE 2
INCREASE
ON WAVE 2
DECREASE
ON WAVE 2
slightly decreased since
processes and operations.
our first report. One reason for this drop could be
Note: Change is represented in percentage change (and not percentage point) between Waves 1 and 2.
that as project professionals become more familiar While there are some positive signs of organizational Respondents were asked to rate their organization’s overall adoption level and commitment to utilizing
with GenAI and grasp the depth of organizational progress, a significant gap persists between formal GenAI on a five-point scale. Companies were then grouped from Foundational (score of 1 or 2),
Intermediate (3), Advanced (4) or Peak (5). For more information on our organizational GenAI rating,
commitment required, their expectations for what organizational adoption and support and the see our first report. In the first iteration of the survey, we scored GenAI organizational maturity as a
composite from three questions. In our most recent survey, we measured organizational maturity based
qualifies as a Peak organization have risen. These individual usage of GenAI in project management. on one consolidated question.
considerable disparities pose a substantial obstacle This highlights that many project professionals are
Source: PMI — Generative AI in Project Management Survey: Wave 1, n = 500, and Wave 2, n = 500
to fully leveraging the transformative possibilities of innovating and experimenting with GenAI at a faster
GenAI. pace than their organizations can establish formal
policies and practices.

11
Pushing the Limits: While companies are grappling with how best to implement Moreover, the widening disparity between organizational Even Trailblazers in Foundational organizations are less
Transforming Project
Management With GenAI GenAI in project management from policy and technological enablement and individual adoption hinders the full likely to be using GenAI in a way that could be potentially as
Innovation
standpoints, project professionals are already embracing realization of GenAI's potential. As shown in Figure 6, the transformative as their peers in Peak organizations.
and using the technology more often and in increasingly gap between Foundational and Peak organizations mirrors
The next section of this report will detail how project
sophisticated ways. However, individual project professionals that between Explorers and Trailblazers. Foundational
professionals are applying GenAI across various tasks and
cannot lead the GenAI transformation charge on their own. organizations primarily employ GenAI for automation-
the key skills they are developing. Section 4 delves into how
Organizations play a crucial role in facilitating employee focused tasks, such as communication, planning and
organizational integration is pivotal in unlocking impactful
adoption of GenAI and guiding them toward tasks that can content summarization, rather than more advanced tasks
tasks that enhance the skills of project professionals.
be developed over time. like talent and resource management and decision support.

Task type by level of

Figure 6.
organizational enablement

“It's crucial for organizations to integrate Organizational Facilitation Level

GenAI into project frameworks to help Task Type

Peak
(n = 108)
Foundational
(n = 71)
professionals achieve their best results. Planning and monitoring 58% 32%

Without organizational commitment and Communication 38% 35%

strategic support for GenAI adoption, Reporting 35% 38%

Risk identification and management 46% 21%

professionals might struggle to maximize
Budget and cost management 42% 14%
efficiency and innovation.” Talent and resource management 33% 7%

Gongqi Lin, senior algorithm engineer and director of the Decision support 36% 17%
Intelligent Digital Human Engineering Technology Center at
Chengdu Mingtu Technology Company, China Data analysis 68% 48%

Summarizing and reviewing content 46% 56%

Source: PMI — Generative AI in Project

Management Survey: Wave 2, n = 500

12
 Key Takeaways

• GenAI goes beyond adoption; its true value lies

in enabling users to create significant outcomes
and transform project management tasks
effectively.

• Effective GenAI use cases demand individual

mastery and significant organizational
investment in removing barriers.
3 How Trailblazers In this section, we delve into how GenAI is GenAI serves as a powerful tool for automating,
Pushing the Limits:
Transforming Project
Management With GenAI changing the project profession. We explore assisting and augmenting project management
Innovation

Use GenAI to Reshape

how project professionals are adopting GenAI, tasks. By automating routine, time-consuming
achieving performance improvements in key tasks, it frees up time and empowers project
skills, focusing on value creation and leveraging professionals to focus on strategic decision-

Project Management: automation for tasks. We also analyze the

widespread adoption and impact of various
making and enhances creativity and problem-
solving capabilities. GenAI has already reshaped

A Deep Dive
activities. tasks like meeting notes and document
summarization, with more transformations
GenAI is profoundly impacting everyday project
anticipated. As GenAI continues to integrate
management practices, demonstrating its
further into project management, professionals
versatility and potential. Currently, GenAI and
and organizations must strategically embrace it
large language models (LLMs) are predominantly
to unlock its full potential.
adopted on an individual level to aid task
execution or, to some extent, automation.
Looking forward, as GenAI becomes ubiquitous
and enterprise platforms become more
accessible, project management tasks could
undergo a complete transformation.

Key Insights

Project management tasks Embracing GenAI effectively GenAI serves as a critical

involving data analysis with allows project professionals safeguard against human
high automation potential are to increase productivity and errors and communication
easily attainable. efficiency, freeing mental pitfalls, essential for
bandwidth for innovation sustaining project
and value delivery. momentum.
14
 3.1 Tasks With High Automation Represent Low-Hanging Fruit

Pushing the Limits: Our research underscores the transformative impact of

Transforming Project
Figure 7. High-impact, high-net-usage tasks for GenAI in project management
Management With GenAI GenAI on project management practices, revealing how
Innovation
project professionals are leveraging this technology for
high-impact tasks. Among the top nine tasks identified for HIGH NET USAGE
their impact and usage, data analysis emerges as pivotal.

HIGH IMPACT
Activities such as collecting, extracting and cleaning data
for analysis, as well as using data to uncover trends and
patterns, lead the way. These tasks are critical due to the
inherent complexity and time-consuming nature of handling
project-related data spread across various systems and
documents. In particular, the capability of LLMs to process
unstructured data like project documentation makes GenAI
especially impactful with analytical activities.
Budgeting/cost management
Data analysis

For project management, this capability is crucial, Planning and monitoring

enabling professionals to gain insights and make Risk identification/management

data-driven decisions efficiently, thereby reallocating Summarizing and reviewing content

time toward more strategic, human-centric tasks.

Data analysis has long been a cornerstone of AI

applications, as Tao Chun Liu, senior business consultant at
Source: PMI — Generative AI in Project Management Survey: Wave 2, n = 500
Qware Systems Inc., Taiwan, points out: “Data analysis is not
new for AI. We've been integrating AI into data analysis for
decades.” For project management, this capability is crucial, View this image zoomed
enabling professionals to gain insights and make data- in on the next page.

driven decisions efficiently, thereby reallocating time toward

more strategic, human-centric tasks.

15
 High-impact,
FIGURE 7.
HIGH IMPACT/LOW NET USAGE HIGH IMPACT/HIGH NET USAGE
high-net-usage tasks
for GenAI in project NET USAGE
management
Collect, extract and/or clean
project data to set up analysis

Use data to identify

trends and patterns
Monitor key performance Utilize data for
indicators (KPIs) forecasting and planning

Summarize project
documentation and reports
Create a communication Identify potential risks and
management plan uncertainties
Manage the project budget
Generate insights to
inform decision-making
Define project scope Create reports on
and objectives project performance
Define or evaluate data-
Identify potential risks driven improvements
Develop the project budget to the project budget
Ensure compliance with Monitor and control
financial policies and project expenses
procedures
Develop a work breakdown Develop risk Review project plans for
structure (WBS)
Identify and analyze
mitigation strategies completeness and accuracy

IMPACT
dependencies among tasks Monitor and evaluate risks
Create a project throughout the project
Devel. integrated reports b/w schedule and timeline
Facilitate team meetings project/finance teams
and status updates Assess the impact and
probability of each risk
Establish project Compile information for
milestones and deliverables Summarize meeting executive summaries
Define quality standards discussions and
Conduct risk reviews and and measures outcomes
assessments Find and summarize existing
Monitor resource utilization research to support project
and availability decisions and understanding
Track project progress Budgeting/cost management
against the schedule
Conduct post-project Allocate resources and define Data analysis
analysis for lessons roles and responsibilities Provide concise updates
learned for stakeholders Planning and monitoring
Ensure documentation aligns
with project objectives Risk identification/management
Summarizing and reviewing content
Review and
update the project
management plan
Monitor changes in
project scope

Review and verify

project deliverables
Source: PMI – Generative AI in
Project Management Survey:
Wave 2, n = 500 LOW IMPACT/LOW NET USAGE LOW IMPACT/HIGH NET USAGE
Pushing the Limits: Similarly impactful is GenAI's role in summarizing and
Transforming Project
Management With GenAI
Innovation
reviewing content. Project professionals use GenAI How did we measure high impact and high Key definitions to keep in mind
extensively for tasks such as summarizing project usage/net usage? TASK AREA: A related group of project tasks such as data
documentation and reports, reviewing project plans, We defined “net usage” as the percentage of respondents analysis, budgeting and cost management, risk identification
compiling executive summaries and distilling meeting who utilize GenAI for specific tasks out of the total surveyed and management, planning and monitoring, and summarizing
discussions. By automating these routine tasks, GenAI (n=500). “Impact” is measured by the percentage of these and reviewing content.
minimizes human error and enhances alignment among users who report that GenAI has the most positive effect on
stakeholders. each task. “Net impact” is then calculated as the product of PROJECT TASK: Each task area is broken down into several
net usage and impact, representing the proportion of the discrete project tasks that GenAI can be used for. A task is
Deeksha Singh, head of Vitality PMO at Discovery Limited,
total survey population that finds GenAI most beneficial for a specific activity or work that needs to be completed to
South Africa, elaborates: “Our focus has been on automating
the task. achieve a project goal. For example, within the task area of
tasks like meeting minutes to streamline daily operations
data analysis, there are eight tasks, including the use of data
and unlock more time for value-added work.” However, For example, consider the task of using GenAI to identify to identify trends and patterns, and collecting and cleaning
Singh notes the importance of applying human expertise in trends and patterns in data. According to our data, 38% of data for analysis.
refining AI-generated summaries to ensure relevance and the respondents use GenAI for this purpose. Among these
alignment with organizational needs. users, 53% believe that GenAI has the most positive impact
on this task. This means that 20% of the entire survey
In planning and monitoring, GenAI aids in defining
population perceives GenAI as having the most positive
project scope, setting objectives, creating schedules
impact on this task, demonstrating its significant influence.
and developing timelines. Tao Chun Liu explains, “GenAI
significantly enhances project management tasks such
as creating work breakdown structures. By analyzing
project data and requirements, it facilitates hierarchical task
organization, deliverable definition and resource estimation.”

17
 Despite these advancements, significant
GenAI usage and
Figure 8.
potential remains untapped. Many high- impact across project
Pushing the Limits: impact tasks are underutilized by project management tasks Net Usage by Task Group
Transforming Project

64% 53% 46% 37% 32%

Management With GenAI professionals, as detailed in Section 4 of
Innovation
this report. This gap highlights both the Data analysis Summarizing and Planning and Risk identification/ Budgeting/cost
reviewing content monitoring management management
progress made and the opportunities for
further integration and optimization of Task Net Usage Impact Net Impact
GenAI in project management practices. Use data to identify trends and patterns 38% 53% 20%
Collect/extract/clean project data to set up analysis 35% 56% 19%

DATA ANALYSIS
For project managers, the takeaway is Utilize data for forecasting and planning 33% 48% 16%
Generate insights to inform decision-making 33% 43% 14%
clear: Leverage GenAI to automate routine
Monitor key performance indicators (KPIs) 28% 48% 13%
tasks, enhance decision-making with data Create reports on project performance 28% 38% 11%

insights and allocate more time to strategic Define or evaluate data-driven improvements 24% 37% 9%
Conduct post-project analysis for lessons learned 11% 23% 3%
initiatives. By embracing GenAI effectively,
Summarize project documentation and reports 34% 46% 16%
project management can evolve toward
Review project plans for completeness and accuracy 26% 35% 9%

REVIEWING CONTENT
SUMMARIZING AND
greater efficiency, innovation and value Compile information for executive summaries 24% 29% 7%
Summarize meeting discussions and outcomes 23% 30% 7%
delivery.
Find and summarize existing research to support project decisions and understanding 17% 25% 4%
Provide concise updates for stakeholders 19% 20% 4%
Ensure documentation aligns with project objectives 17% 20% 3%
Review and verify project deliverables 21% 10% 2%

Define project scope and objectives 20% 40% 8%

Create a project schedule and timeline 21% 32% 7%
Develop a work breakdown structure (WBS) 17% 35% 6%

PLANNING AND MONITORING

Create a communication management plan 13% 43% 6%
Identify and analyze dependencies among tasks 18% 32% 6%
Define quality standards and measures 18% 27% 5%
Track project progress against the schedule 21% 23% 5%
Monitor resource utilization and availability 16% 26% 4%
Note: The tasks and impact generated Establish project milestones and deliverables 15% 27% 4%
for risk identification/management Facilitate team meetings and status updates 13% 31% 4%
and budgeting/cost management task
Allocate resources and define roles and responsibilities 17% 21% 4%
groups are covered in Figures 11 and 12
in Section 4 of the report. Review and update the project management plan 21% 15% 3%
Monitor changes in project scope 14% 14% 2%
Source: PMI — Generative AI in Project
Management Survey: Wave 2, n = 500

18
 Use Cases

Exploring GenAI Adoption: Automation, We conducted interviews with numerous project professionals regarding their adoption of GenAI and collected examples from
their experiences. We then evaluated these examples based on the complexity levels defined in our 3A Framework for AI Adoption
Assistance and Augmentation (Automating, Assisting, Augmenting), as elaborated in the previous reports, Shaping the Future of Project Management With AI
and First Movers’ Advantage. Here are some examples.

Automation Assistance Augmentation

Formatting meeting notes Data-driven improvements in resource allocation and Predicting issues in the delivery process
“I have found GenAI incredibly helpful for summarizing meeting notes project planning “Using GenAI has been instrumental in our risk management efforts,
and outcomes. It effortlessly transforms my real-time notes into perfectly “In my role, I leverage Copilot for Microsoft 365 alongside Excel to gain particularly in continuous development, integration, delivery and on-
formatted and readable meeting minutes, freeing me from worrying about valuable project insights and optimize resource allocation. By inputting demand release activities. We use GenAI to reinvent the enterprise, driven
grammar and correctness. Recently, I have even started using GenAI to project data into Excel and collaborating with Copilot, I can ask Copilot to by responsible AI principles.”
standardize my note-taking format, ensuring consistency across all my create a burndown chart to compare the actual work completion rate versus
Sergio Luis Conte, scrum master manager, Global IT, management CIO,
documents with a predefined template.” the ideal completion rate. I can iterate my prompt by adding team member
Accenture, Argentina
availability, dependencies from other teams, etc., and Copilot will generate
Davide La Valle, digital business partner, international banks division, risk
more accurate outputs, helping me analyze task completion rates and team
and compliance, Intesa Sanpaolo, Italy
member contributions more effectively. Copilot’s assistance in interpreting Conducting post-project analysis for lessons learned
the data ensures that I make informed decisions and allocate resources “An intriguing GenAI application we have explored is post-project analysis
RACI matrix to allocate project responsibilities efficiently, ultimately enhancing project planning and outcomes.” for extracting invaluable lessons learned. We upload meeting recordings
“GenAI was instrumental in closing and handing over a long-running and session notes into GenAI tools to extract not only bottlenecks and
project in the public sector. It helped create a RACI (responsible, Rafsan Huseynov, Senior IT program manager, Caterpillar Inc., USA. issues but also key themes, tones and sentiments. This innovative method
accountable, consulted, informed) matrix to allocate responsibilities and goes beyond surface observations, delving deep to uncover nuanced
tasks effectively. By researching standard procedures, the tool helped Ensuring smooth documentation on projects insights that might have otherwise been missed.”
us outline a comprehensive plan for the handover process, addressing “Incorporating GenAI into our project documentation process has
all necessary tasks beforehand. GenAI's assistance proved invaluable completely transformed our approach. While we still utilize templates Deeksha Singh, head of Vitality PMO, Discovery Limited, South Africa
in facilitating a well-structured and efficient handover plan, despite the from past projects, GenAI seamlessly tailors them to our current needs by
sensitive nature of the project details.” suggesting adjustments and integrating relevant data. While manual review
remains crucial, GenAI slashes our drafting time from hours to minutes.
Bassel Hassan, PMO lead/senior project manager, Beirut Governorate,
Lebanon It allows us to focus on refinement and innovation, elevating our project
documentation management.”

Wellinghton Pereira Barboza, energy project manager, Gerente Division

Electromecanica, Honduras
 3.2 Biggest Benefits Lie in Individual Performance and Skill Enhancement

Pushing the Limits:

Transforming Project
Our recent findings uncover a transformative While GenAI's influence on creativity is
Management With GenAI
Figure 9. Individual performance factors improved with GenAI usage
Innovation
trend: GenAI is revolutionizing project commonly associated with content generation,
management by significantly boosting our findings highlight its application in
productivity and enhancing key performance critical areas such as budget management
metrics. As Section 3.1 highlights, tasks such and risk identification. As noted by Robert Net
Individual Performance Aspects Improved by GenAl
Activity Usage
as data cleaning, initial insights generation, Gordon, professor at the Dr. Wallace E. Productivity Creativity Problem-Solving Effectiveness

and content summarization are experiencing Boston School of Business, American Public Data analysis 64% 69% 54% 65% 47%

substantial improvements, freeing up valuable University System, USA, “GenAI jump- Summarizing and reviewing content 53% 62% 50% 44% 61%

time and resources for project professionals. starts brainstorming sessions, catalyzing Planning and monitoring 46% 62% 50% 59% 48%

innovation by introducing new ideas into team Risk identification/management 37% 64% 48% 66% 51%
The productivity gains reported in our research
collaboration.” Budgeting/cost management 32% 61% 61% 66% 41%
are similar to the productivity gains shared
by Olivia Montgomery, associate principal GenAI also significantly enhances problem-
analyst, Capterra, USA, in her recent research:8 solving capabilities, particularly in complex
—63% of project managers report increased tasks such as risk assessment and budget Note: We asked respondents for which activities they utilized GenAI. For each task area they identified, we then
asked which performance areas were improved with the use of GenAI for that task area: productivity, creativity,
productivity and efficiency as a top benefit of management. A BCG study9 looking into the problem-solving and/or effectiveness. This means that individual performance factors can score higher than net
usage. For example, 53% of respondents, overall, report using GenAI for summarizing and reviewing content; of those
AI. impact of GenAI on creative problem-solving who use GenAI for summarizing and reviewing content, 62% say that it has improved their productivity.
mentioned that, while GenAI may enhance
Beyond productivity gains, our research unveils Source: PMI — Generative AI in Project Management Survey: Wave 2, n = 500
individual performance, there could be a trade-
a profound impact on individual performance
off with reduced collective creativity, as users
factors, such as creativity, problem-solving,
may become overly reliant on technology.
and overall effectiveness, enabling project
However, Vered Holzmann, professor, The “GenAI facilitates fresh perspectives and innovative solutions,
professionals to sharpen vital power skills.
Academic College of Tel Aviv-Yaffo, Israel, providing a wealth of previously untapped knowledge. It’s like
Figure 9 illustrates the comprehensive net-
explains, “GenAI significantly enhances the having a vast repository of experience at your fingertips, allowing
usage scores and individual performance
impact percentages across different activities
quality of team outputs by providing diverse you to leapfrog your thinking and foster creativity and problem-
perspectives and innovative insights. This, in
like data analysis, planning and monitoring. solving.”
turn, makes teams more effective in their work
as they can leverage these new ideas and Deeksha Singh, head of Vitality PMO, Discovery Limited, South Africa
viewpoints to produce better results.”
20
Pushing the Limits: Further, to precisely address the fears of reliance on
Transforming Project
Figure 10. Top project management tasks that see gains with GenAI usage
Management With GenAI technology, Vijay Kanabar, director of project management
Innovation
programs at Boston University, USA, underscores an AI
education policy at his institution: “We do not want you to
Activity Task Net Usage Net Impact Impact on IPF*
be editors. We want you to be the creators.” This approach
Collect/extract/clean project data to set up analysis 35% 19% 81%
encourages integrating GenAI into creative processes after

PRODUCTIVITY
Data analysis Utilize data for forecasting and planning 33% 16% 71%
initial human brainstorming to refine ideas effectively. This Use data to identify trends and patterns 38% 20% 70%
Planning and monitoring Define project scope and objectives 20% 8% 80%
balance is crucial across all domains, including research and
Summarization and reviewing content Summarize project documentation and reports 34% 16% 67%
administration, as organizations navigate the integration of
GenAI while preserving and enhancing human creativity. Define or evaluate data-driven improvements 24% 9% 66%

CREATIVITY
Data analysis
Generate insights to inform decision-making 33% 14% 60%
Summarizing and reviewing content Review project plans for completeness and accuracy 26% 9% 64%
However, despite these advancements, there remains
Budgeting/cost management Manage the project budget 19% 8% 60%
untapped potential in several high-impact tasks within
project management, detailed further in Section 4 of this Collect/extract/clean project data to set up analysis 35% 19% 74%

PROBLEM-SOLVING
Data analysis Use data to identify trends and patterns 38% 20% 71%
report. Figure 10 correlates tasks with the highest net usage
Utilize data for forecasting and planning 33% 16% 71%
and impact on productivity, creativity, problem-solving and Identify potential risks and uncertainties 26% 12% 72%
Risk identification/management
effectiveness. This data is invaluable for organizations and Develop risk mitigation strategies 23% 8% 70%
Budgeting/cost management Manage the project budget 19% 8% 70%
professionals alike, providing insights to prioritize GenAI use
cases and measure their impact effectively.

EFFECTIVENESS
Summarize meeting discussions and outcomes 23% 7% 65%
Summarizing and reviewing content
Review project plans for completeness and accuracy 26% 9% 62%

The tasks that project managers report as having the most Budgeting/cost management Develop the project budget 17% 6% 65%
Risk identification/management Identify potential risks and uncertainties 26% 12% 58%
significant impact on effectiveness are not only those
aimed at increasing the manager’s efficiency. They also
include those focused on ensuring alignment regarding
*IPF = individual performance factor. We categorize productivity, creativity, problem-solving and effectiveness as IPFs. The impact on IPFs represents the
project goals and changes. For advanced users, GenAI extent to which each task affects the corresponding IPFs, as shown in the table.
serves as a tool to mitigate human oversights and prevent
Note: This list offers guidance but is not exhaustive. Other project management tasks may yield greater productivity gains for certain project professionals
miscommunication that could otherwise jeopardize project and business contexts. This list is not intended to be entirely representative of all tasks benefiting from GenAI usage.

progress. Source: PMI — Generative AI in Project Management Survey: Wave 2, n = 500

21
Pushing the Limits: The upcoming generation of project professionals “However, in our experiments, groups using As GenAI tools continue to evolve, their proficiency
Transforming Project
Management With GenAI has the potential to greatly enhance their GenAI consistently showed shorter project times in handling diverse data types — from text and
Innovation
performance in key areas such as productivity, and delivered more thorough outcomes, nearly numerical data to images — opens new avenues
creativity, problem-solving and overall effectiveness. achieving a 50% improvement in productivity for creativity and exploration. Yet, the willingness
Other studies have corroborated the benefits and compared to non-AI groups. This reinforces AI's of project professionals to fully embrace these
impact of GenAI in many different sectors and job role as a capable assistant despite its occasional capabilities remains crucial in realizing GenAI's
roles. In a recent Microsoft and LinkedIn study,10 clumsiness, says Kanabar.” maximum potential across various tasks and
participants say AI helps them save time (90%), contexts.
Another BCG study also mentioned similar caution
11
focus on their most important work (85%), be more
but highlighted that GenAI can be a powerful lever
creative (84%) and enjoy their work more (83%). In
of performance. The study showed that participants
the study, the heaviest Microsoft Teams users (the
using OpenAI's GPT-4 for creative product
top 5%) summarized eight hours of meetings using
innovation outperformed those not using by 40%.
Copilot in the month of March, the equivalent of an “GenAI's ability to process vast amounts
However, this 40% boost is not just a function of
entire workday. of data and create connections opens
high performers; participants with lower baseline
proficiency, when given access to GenAI, ended
doors to creativity. It visualizes insights,
up nearly matching those with higher baseline sparking new ideas and perspectives.
The upcoming generation of project professionals
has the potential to greatly enhance their proficiency. Moreover, by frequent use, it trains us to
performance in key areas such as productivity, think creatively, to see beyond boundaries
creativity, problem-solving and overall effectiveness. For project professionals aiming to harness GenAI's
and to innovate effortlessly. It's a silent
transformative capabilities, adopting a strategic
approach is paramount. Begin by prioritizing data
mentor, nurturing our creativity without us
“When discussing productivity and creativity, GenAI
analysis tasks to enhance efficiency and glean even realizing it.”
can enhance both, but also introduces distractions
valuable insights. For those seeking advancement, Vered Holzmann, professor, The Academic College
and potential pitfalls,” cautioned Vijay Kanabar,
exploring GenAI's potential in areas like budgeting of Tel Aviv-Yaffo, Israel
director of project management programs at
and cost management can deliver significant
Boston University, USA.
benefits, facilitating innovative strategies and
superior outcomes.

22
 Use Cases

Fostering Creativity and Problem-Solving: The

Impact of GenAI on Project Management

Ideating potential project risks

“GenAI can help project managers identify risks, catalog and categorize [risks], and
support in mitigation-action identification. It can also be useful to brainstorm during
risk analysis because it can support the team with several ideas about potential
risks. I have used GenAI several times in this way, sometimes to start reasoning
from a premade list of risks, other times to revise a list and to improve it by adding
information, refinements and descriptions. I observed positive impacts with a shorter
time to reach the final goal and to have a formatted output with less manual work.”

Davide La Valle, digital business partner, international banks division, risk

and compliance, Intesa Sanpaolo, Italy

Performing business analysis to create developmental roadmaps

“In a recent project, I leveraged an enterprise-grade GenAI to securely define the
requirements for an app we were developing for a client. I crafted a prompt outlining
the app's goals, and the GenAI tool effectively broke down the requirements into
user stories, generating clear development roadmaps and acceptance criteria.
These insights were customized to align with the client’s needs and were seamlessly
integrated into our project management tool, all while maintaining the highest
standards of data security. This GenAI not only enhanced our team's capabilities but
also enriched our problem-solving approach, demonstrating its vital role in project
management—all while keeping our approach secure and compliant by selecting the
right tool.”

Bassel Hassan, PMO lead/senior project manager, Beirut Governorate,

Lebanon
 Key Takeaways

• For project professionals leveraging GenAI's

transformative capabilities, strategic adoption
is key. Prioritize data analysis tasks to boost
efficiency and gain valuable insights.

• Explore GenAI's potential in areas such as

budgeting and cost management for innovative
strategies and superior outcomes.
4 What's Next for GenAI has shown tremendous potential in By integrating GenAI into core activities, such
Pushing the Limits:
Transforming Project
Management With GenAI enhancing project professionals' productivity, as data analysis, budget management and risk
Innovation

Maximizing Benefits?
creativity, problem-solving skills and overall identification, professionals can leverage its
effectiveness. Despite these benefits, the true capabilities to bolster productivity and refine
potential of GenAI cannot be fully realized essential skills like creativity and problem-
without significant organizational investment and solving. While organizations catch up, project
direct support from leadership. professionals should take ownership of their
careers by upskilling to fully capitalize on the
However, project professionals cannot afford
benefits offered by this emerging technology.
to wait for organizations to provide the
necessary infrastructure and frameworks for
GenAI adoption in project management. They
must proactively identify hidden opportunities
and equip themselves to address challenges
associated with self-directed use of GenAI. We
explore both issues — broadening the impact of
GenAI use by individuals and the importance of
organizational support — in this section.

Key Insights

GenAI is largely underutilized for high-impact Despite enthusiastic adoption by individual

tasks, presenting substantial opportunities project professionals, an overreliance on
for project professionals to maximize its personal initiative poses challenges in data
benefits in these areas. security, governance and other critical
areas.

25
 4.1 Hidden Opportunity Lies in High-Impact, Low-Usage Tasks

Pushing the Limits: GenAI’s substantial potential in project answer. It gives you the answer you really
Transforming Project
Figure 11. Budgeting/cost management tasks by net usage, impact and net impact
Management With GenAI management remains largely underutilized want to hear” based on your prompt. This
Innovation
for numerous high-impact tasks, unveiling a distinction is crucial when conducting complex
significant opportunity for project professionals analysis like budgeting or cost management. Overall
GenAI usage: Task Net Usage Impact Net Impact
seeking to optimize their GenAI usage and The nature of GenAI, therefore, can present
extract maximum benefits. Figure 11 shows challenges for inexperienced users in high- 32% Manage the project budget

Monitor and control project expenses

19%

19%
42%

36%
8%

7%
that tasks related to budgeting and cost impact task areas, emphasizing the need for
Identify potential risks to the project budget 18% 37% 7%
management are prime examples. targeted training and expertise development. Develop the project budget 17% 37% 6%

Develop integrated reports between project/finance teams 15% 32% 5%

According to our data, these tasks have low Similarly, risk identification and management
Ensure compliance with financial policies and procedures 12% 36% 4%
overall usage but score high in their impact. are another underutilized task area. For
Specifically, more than one-third of project example, 47% of those who used GenAI
professionals in our survey who use GenAI for to identify potential risks and uncertainties
Source: PMI — Generative AI in Project Management Survey: Wave 2, n = 500
budgeting and cost management report that indicated that these tasks are most positively
these tasks are the most positively impacted impacted by GenAI (see Figure 12). This
by the technology. This high impact suggests highlights the potential benefits of using GenAI
Figure 12. Risk identification/management tasks by net usage, impact and net impact
significant potential for improvement if usage to expand the scope of identified risks and
rates can be increased. enhance planning strategies, ensuring a more
comprehensive approach to risk management.
The low usage rates in certain task areas Overall
Task Net Usage Impact Net Impact
GenAI usage:
likely stem from the sophistication required
for completing the task, rather than a lack of
Mei Lin, lead program manager at University
of Texas Arlington, USA, highlights that
46% Identify potential risks and uncertainties

Monitor and evaluate risks throughout the project

26%

24%
47%

34%
12%

8%

GenAI value. These tasks demand users to GenAI significantly enhances brainstorming Develop risk mitigation strategies 23% 34% 8%

craft precise prompts, a skill that many may and expands the consideration of potential Assess the impact and probability of each risk 22% 30% 7%

not yet possess. Tao Chun Liu, senior business risks beyond typical expertise boundaries. Conduct risk reviews and assessments 14% 26% 4%

consultant and practitioner, Qware Systems She explains, “Previously, identifying risks
Inc., Taiwan, highlights an inherent trade-off in involved consulting subject matter experts
GenAI between speed and accuracy. He notes, and conducting extensive research. Now, with
Source: PMI — Generative AI in Project Management Survey: Wave 2, n = 500
“It's not really designed for giving you the right GenAI providing a lot of information up front,
26
Pushing the Limits: users can build upon this foundation and gain substantial efficiency and innovation
Transforming Project
Management With GenAI
Innovation
engage in iterative discussions to refine their advantages. Resource highlight
risk management plans efficiently, saving time
Organizations must act decisively to integrate While PMI continues research to understand exactly what project
and improving accuracy.”
GenAI effectively or face potential competitive professionals can do to go from being Explorers to Trailblazers,

However, being able to know how to ask setbacks in the rapidly evolving project our existing research provides many insights already.

a GenAI tool to generate an initial risk list, management landscape. How should we gain knowledge and get started?
identify its potential inaccuracies and engage
As organizations prepare, project professionals • Read Talking to The Machine to understand how to create
in an in-depth discussion to fully flesh out a
must continue to trailblaze and take initiative in prompts for GenAI tools as a project professional and get
risk management plan are difficult to execute
adopting GenAI for their project management some plug-and-play examples.
without support and guidance from the
tasks. They should learn to progress from
organization. • Check out First Movers’ Advantage to understand what
automating simpler tasks to assisting with
immediate benefits project professionals experience with
When exploring why project professionals are more complex ones, ultimately moving toward
GenAI usage and what organizations can do to support project
not fully utilizing these applications of GenAI, augmenting their capabilities. Seeking out
professionals on this journey.
our research and insights from industry leaders resources independently, they can develop
uncover key barriers: task complexity, unclear these skills to enhance their expertise and • PMI Infinity™ Tool
application strategies, inadequate governance, leverage existing resources more effectively,
data limitations and insufficient training. thereby creating greater value in their roles
For more resources, consult our PMI AI Hub.
This multifaceted challenge demands swift and making themselves irreplaceable to the
organizational action to fully leverage GenAI's organizations they work for.
capabilities.

The argument is clear: Peak organizations

tend to have more Trailblazers, as mentioned
in our report First Movers' Advantage.
Without cohesive direction on optimal GenAI
usage, organizations risk falling behind
as Peak organizations and early adopters

27
 4.2 Need to Prepare for Challenges of Self-Directed GenAI Usage

Pushing the Limits: While individual project professionals have enthusiastically

Transforming Project
Management With GenAI adopted GenAI, relying heavily on personal initiative has
Innovation
its drawbacks. A BCG study12 highlights the lack of AI and
GenAI literacy in nontech roles (such as that of project
professionals) as the top challenge for maximizing GenAI’s
potential in the workplace. It is precisely this lack of GenAI
literacy that leaves project professionals vulnerable to CHALLENGE #1 CHALLENGE #2
the limitations and associated risks of using GenAI in the Governance and privacy risks Misinformation and hallucinations
workplace.
Unchecked GenAI use in project management Project professionals must remember that GenAI, like human assistants, requires
poses critical governance and privacy risks. ongoing oversight due to potential biases and errors. Jason Wong, IT portfolio
Without oversight, professionals may inadvertently manager, Boston Medical Center, USA, notes that while GenAI offers valuable
While comprehensive solutions violate data regulations or expose sensitive insights, it can produce misinformation, complicating the distinction between
require organizational support, information via unvetted AI tools. A lack of accurate and fabricated data. A lack of proper training and oversight in GenAI
project professionals can implement
governance frameworks leads to inconsistent data usage can result in scope creep, misaligned objectives and factual inaccuracies.
immediate stopgap measures.
handling, heightening security and compliance
Richard Maltzman, master lecturer at Boston University, USA, who creates useful
risks.
generative pretrained transformers (GPTs) for administrative and academic use,
shares a similar perspective: “I use two words to describe [GenAI]. It's a clumsy
This section explores the limitations and risks associated What can project professionals do?
assistant. It cannot be considered 100% trustworthy. There must be human
with self-directed GenAI usage, as revealed by our research. Project professionals should exercise
oversight — a human in the loop. Imagine it helping you in a chemical lab. The
While comprehensive solutions require organizational caution with data in GenAI tools and seek
clumsy assistant may come up with brilliant ideas, but sometimes it knocks over
support, project professionals can implement immediate organizational guidance and training while
all your test tubes.”
stopgap measures. These interim actions serve as organizations work to implement robust
temporary safeguards while organizations develop more governance and privacy measures.
robust, long-term strategies to address the challenges of What can project professionals do?
GenAI integration in project management. Experts stress that project professionals must leverage their domain
expertise to verify GenAI outputs. This serves as an interim solution
while organizations develop comprehensive training programs to equip
employees with effective fact-checking skills.
28
Pushing the Limits: Despite these challenges, experts agree that with proper
Transforming Project
Management With GenAI oversight, the benefits of GenAI can be maximized while
Innovation
mitigating its risks. Further, as research13 has shown, the
more users engage with GenAI, the better they can adapt to
these limitations. Frequent use increases their confidence in
the technology, allowing them to leverage its strengths while
mitigating its weaknesses.

CHALLENGE #3
The Wild West of GenAI tools
The proliferation of GenAI tools presents a challenging landscape for individual project professionals.
“ChatGPT is an intermediate tool.
Robert Gordon, professor at the Dr. Wallace E. Boston School of Business, American Public University You have to learn the final tool, how it
System, USA, describes the current situation as a "little Wild West for AI" due to the explosion of tools works, and then you apply ChatGPT
and models without incentives for interoperability. This abundance makes it increasingly difficult for to use it correctly.”
individuals to evaluate all available options or implement the necessary integrations for advanced AI-
augmented tasks. The lack of standardization and overwhelming choice underscores the need for Ernar Makishev, CEO, Iowa Solutions

organizational guidance in navigating and leveraging the diverse GenAI ecosystem effectively.

Further, experts emphasize that integrating multiple GenAI tools is key to maximizing productivity,
presenting both opportunities and challenges for project professionals and organizations. A single tool
often falls short for comprehensive project management needs, creating a strategic imperative for
leaders to address which GenAI tools to invest in and how to effectively train employees on multiple
platforms.

What can project professionals do?

Experts suggest project professionals bridge this gap by sharing tool knowledge through
formal and informal channels such as communities of practice or discussion forums. This
approach helps identify optimal tool combinations for specific roles while organizations develop
comprehensive strategies.
29
 Key Takeaways
Pushing the Limits:
Transforming Project
Management With GenAI
Innovation

Organizations should steer project professionals

toward underutilized high-impact areas,
supporting them in maximizing benefits. They
should also establish robust data security and
governance frameworks. Meanwhile, project
professionals can implement temporary
safeguards until long-term GenAI integration
strategies are developed.

30
5 The Bottom Line Truly transformational use of GenAI requires They must develop GenAI skills and recognize
Pushing the Limits:
Transforming Project
Management With GenAI both individual mastery from trailblazing project that while integrating technology enhances
Innovation
professionals and substantial organizational efficiency, genuine transformation and innovation
support to eliminate barriers. Organizations occur when project professionals deeply
must commit to long-term GenAI investment understand GenAI and strategically apply it to
for sustained competitiveness. Developing create new value. Successful usage of GenAI
a comprehensive strategy involves setting involves not only automating tasks to free up
clear goals aligned with business objectives, time, but also finding innovative applications
addressing challenges such as data privacy and combining human ingenuity and creativity to deal
security, and preparing for future advancements. with more complex scenarios and challenges.
This strategic approach will ensure sustainable
By focusing on continuous learning, strategic
and scalable adoption of GenAI.
planning and ongoing communication with
However, organizational delays in preparing their organizations, project professionals can
processes and policies for GenAI risk stifling its overcome the challenges of self-directed GenAI
transformative potential. While organizations use, harness its greater potential, and maintain
catch up, project professionals can take steps to a competitive edge in their industry. Those who
mitigate these issues and further capitalize on navigate GenAI challenges successfully and
the technology’s hidden opportunities. refine best practices will emerge as leaders in
project management.
Project professionals should proactively
experiment and adopt GenAI to advance their
careers. This involves not only mastering GenAI
tools but also understanding how they integrate
with project management tasks and progressing
from automating to assisting and augmenting
tasks with GenAI.

31
6 Acknowledgments PMI would like to thank the following contributors who participated in in-depth interviews
and were instrumental in developing this report's insights and actionable recommendations:

• Vijay Kanabar, director • Sergio Luis Conte, scrum • Davide La Valle, digital
of project management master manager, Global IT, business partner, Intesa
programs, Boston University, management CIO, Accenture, Sanpaolo, Italy
USA Argentina
• Yahiro Takegami, certified
• Richard Maltzman, master • Wellinghton Pereira executive project manager,
lecturer, Boston University, Barboza, energy project delivery excellence of
USA manager, Gerente Division technology expert labs, IBM,
Electromecanica, Honduras Japan
• Olivia Montgomery,
associate principal analyst, • Tao Chun Liu, senior business • Keiko Ohta, process,
Gartner, USA consultant and practitioner, methods and tools leader,
Qware Systems Inc., Taiwan IBM Consulting, Japan
• Vered Holzmann, professor,
The Academic College of Tel • Venkatachaliah • Gongqi Lin, senior algorithm
Aviv-Yaffo, Israel Kanamanapalli, AVP, Infosys, engineer & director, Chengdu
India Mingtu Technology Co., Ltd.,
• Deeksha Singh, head of
China
Vitality PMO, Discovery • Rafsan Huseynov,
Limited, South Africa senior IT program manager, • Jason Wong, IT portfolio
Caterpillar Inc., USA manager, Boston Medical
• Bassel Hassan, PMO lead/
Center, USA
senior project manager, Beirut • Mei Lin, lead program
Governorate, Lebanon manager, University of Texas • Robert Gordon, professor
Arlington, USA at the Dr. Wallace E. Boston
• Ernar Makishev, CEO, Iowa
School of Business, American
Solutions, Kazakhstan
Public University System, USA
32
7 Appendix
 7.1 Demographic Breakdown of the Research

Pushing the Limits:

Transforming Project
Roles: Countries: Industries:
Management With GenAI
Innovation 61% United States​ 30%​ Information technology​ 28%​

Project managers India​ 10%​ Financial services​ 27%​

Canada​ 8%​ Consulting​ 16%​

39% United Kingdom 8%​ Retail​ 6%​

Project professionals for Germany​ 8%​ Manufacturing​ 5%​

whom managing a project
Australia​ 6%​ Healthcare​ 4%​
is a major part of their work
but not their profession Japan​ 6%​ Construction​ 2%​

United Arab Emirates 6%​ Training/education​ 2%​

Nigeria/South Africa​ 6%​ Telecommunications 2%​

Brazil​ 6%​ Food and beverage​ 2%​

Mexico​ 6%​ Transportation/logistics/distribution​ 1%​

Energy (gas, electric, oil, renewables)​ 1%​

Government​ 1%​
Gender:
Automotive​ 1%​
Female 57%​
Pharmaceutical​ 1%​
Male 43%​
Legal​ <1%​

Nonbinary <1%​
Aerospace​ <1%​

Mining​ <1%​

Organization size: Other 1%​

Less than 100 employees​ 17%​

100 to 999​ 39%​

1,000 to 4,999​ 23%​

5,000 to 19,999​ 12%​

More than 20,000​ 9%​

34
 7.2 Factors Impacting GenAI Adoption

Pushing the Limits:

Transforming Project
Management With GenAI
High adopters of GenAI are often found in organizations with more GenAI
Figure 13. Figure 14. Explorers and Trailblazers by organization size
Innovation adoption mandates

Explorers Trailblazers
Explorers Trailblazers
Size WAVE 1 WAVE 2 WAVE 1 WAVE 2
Organizational Facilitation Level WAVE 1 WAVE 2 WAVE 1 WAVE 2
1-99 employees 21% 29% ↑ 12% 12%
Foundational 54% 38% ↓ 5% 4% ↓
100-999 employees 29% 29% 32% 42% ↑
Intermediate 24% 38% ↑ 12% 14% ↑
1000-4999 employees 21% 14% ↓ 37% 30% ↓
Advanced 11% 15% ↑ 24% 46% ↑
5000+ employees 29% 28% ↓ 19% 17% ↓
Peak 7% 8% ↑ 49% 36% ↓

Source: PMI — Generative AI in Project Management Survey: Wave 1, n = 500, and Wave 2, n = 500 Source: PMI — Generative AI in Project Management Survey: Wave 1, n = 500, and Wave 2, n = 500

Figure 15. What tools are Explorers and Trailblazers using?

Explorers Trailblazers

GenAI Tools Used WAVE 1 WAVE 2 WAVE 1 WAVE 2

ChatGPT 66% 55% ↓ 67% 56% ↓

Bard/Gemini 7% 9% ↑ 14% 22% ↑

Copilot 15% 21% ↑ 8% 15% ↑

Internally developed tools 11% 14% ↑ 6% 7% ↑

Others 1% 1% 5% 1% ↓

Note: With Explorers and Trailblazers alike, in the increasing usage of Bard/Gemini, Copilot and internally
developed tools, versus decreasing usage of ChatGPT, one would conclude that people are gaining
better knowledge and moving beyond the immediate ChatGPT.

Source: PMI — Generative AI in Project Management Survey: Wave 1, n = 500, and Wave 2, n = 500
35
Pushing the Limits:
Transforming Project
8 References
Management With GenAI
Innovation

1 Boston Consulting Group. (2024). From potential to profit with GenAI. 8 Capterra. (2024). More than half of project managers find ai-powered software benefits in
https://www.bcg.com/publications/2024/from-potential-to-profit-with-genai three key ways.
https://www.capterra.com/resources/more-than-half-of-project-managers-find-artificial-
2 Microsoft and LinkedIn. (2024). Work trend index annual report. intelligence-powered-software-benefits-in-three-key-ways/
https://www.microsoft.com/en-us/worklab/work-trend-index/ai-at-work-is-here-now-
comes-the-hard-part 9 Boston Consulting Group. (2023). How people create and destroy value with GenAI.
https://www.bcg.com/publications/2023/how-people-create-and-destroy-value-with-
3 Microsoft and LinkedIn. (2024). Work trend index annual report. gen-ai
https://www.microsoft.com/en-us/worklab/work-trend-index/ai-at-work-is-here-now-
comes-the-hard-part 10 Microsoft and LinkedIn. (2024). Work trend index annual report.
https://www.microsoft.com/en-us/worklab/work-trend-index/ai-at-work-is-here-now-
4 More examples like this have been included throughout this report. However, to better get a comes-the-hard-part
bird’s-eye view of which project management tasks have experienced the more usage and
impact from GenAI, refer to Section 3.1 of this report. 11 Boston Consulting Group. (2023). How people create and destroy value with GenAI.
https://www.bcg.com/publications/2023/how-people-create-and-destroy-value-with-
5 However, how this evolution happens and how project professionals go from being gen-ai
Explorers to Trailblazers is something that we are still studying and will explore in upcoming
reports. 12 Boston Consulting Group. (2024). AI at work 2024 slideshow.
https://web-assets.bcg.com/21/27/3909df0749fb97f19a98721d1eff/ai-at-work-2024-
6 Microsoft and LinkedIn. (2024). Work trend index annual report. slideshow-2024-june.pdf
https://www.microsoft.com/en-us/worklab/work-trend-index/ai-at-work-is-here-now-
comes-the-hard-part 13 Boston Consulting Group. (2024). AI at work 2024 slideshow.
https://web-assets.bcg.com/21/27/3909df0749fb97f19a98721d1eff/ai-at-work-2024-
7 Harvard Business Review. (2024, March). Is your company’s data ready for generative AI? slideshow-2024-june.pdf
https://hbr.org/2024/03/is-your-companys-data-ready-for-generative-ai

36
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