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Tag: Project Management

PMTimes_Nov14_2023

The Convergence of Security and Project Management

Written by Jonathan Spiteri on . Posted in Articles.

In the rapidly evolving world of IT, we frequently hear about vulnerable data being stolen and disseminated from renowned organisations, or businesses reporting disruptive attacks such as Distributed Denial of Service (DDoS) assaults that bring their operations to a halt. While some of these disruptions may stem from a small bug that was not captured during testing, there are instances where the cause is much more serious.

The financial and reputational impact that these attacks have on organisations are huge, often requiring a substantial amount of time and effort for a full recovery. This underscores the importance for the organisation to have project managers who, leveraging their experience from past projects and their background in security training, can effectively assist the project team in recognising common vulnerability points and taking proactive steps to address them.

In recent years, a series of incidents have underscored the necessity of making security a critical aspect of project management. One prominent case is the Anthem Inc. Data Breach.

 

The Anthem Inc. Case

Elevance Health, formerly known as Anthem Inc. is one of the largest health insurance companies in the United State. Despite the expectations that organisations of a similar size would have invested significantly in security measures, in 2015, the company suffered a major data breach that exposed the personal and medical information of approx. 78.8 million individuals.

Investigations revealed that the cyberattack began through a spear-phishing campaign where cybercriminals used social engineering techniques to send deceptive emails to employees. One employee fell victim to the phishing attack, granting attackers access to Anthem’s database.

Needless to say, this breach had a significant financial impact on the company not only in terms of legal expenses but also in the effort required to strengthen their cybersecurity measures.

 

Key Takeaways for Project Managers

The Anthem Inc. security breach stands as a compelling example of the consequences when security becomes an afterthought in project management. This breach serves as a reminder of the critical role that project managers play in ensuring enough security considerations are taken into account throughout the course of the project. To this end, project managers should:

  • Ensure that a robust risk assessment is conducted not only during the project initiation phase, but also during execution and prior going live.  Through these assessments organisations can proactively identify potential security breaches and mitigate them accordingly.
  • Advocate for the integration of security measures into project planning with all stakeholders. They need to emphasise the practice of prioritising security-related activities over adherence to predefined timelines.
  • Loop in subject matter experts throughout the course of the project to ensure compliance with the right security frameworks and meeting all compliance, regulatory and legal requirements.
  • Develop a robust incident response plan as part of the project delivery before the project goes live. This plan should include the identification of key stakeholders and the establishment of procedures and processes to address security incidents.
  • Leverage past lessons learned throughout the entire project lifecycle to avoid repeating past mistakes, while replicating good practices.
  • Effectively communicate security requirements with all stakeholders, ensuring that these are well understood by everyone involved. Additionally, like all other facets of project management, project managers should also ensure correct and timely reporting of progress.

 

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Exploration of Security Breaches Through Three Lenses

To support project managers in ensuring that key security measures have been considered in their project, I often suggest examining their projects from three different perspectives:

Internal Security

One common source of security breaches arises from internal factors, often originating from disgruntled employees or vulnerabilities within other internal systems or networks. While it is extremely difficult to prevent all potential internal security breaches, as sometimes even the most trusted employee can, for various reasons, become a threat to the project and the organisation, project managers play a pivotal role. Through tools like a Risk and Impact Assessment, they can ensure that people and the interconnected systems have the least-privilege access rights to confidential information, including software code and database itself.  A properly constructed Work Breakdown Structure (WBS) and RACI (Responsible, Accountable, Consulted, and Informed) Matrix can be extremely helpful for project managers in determining what type of security privilege should be assigned to whom, when, and under what circumstances.

 

External Security

When organisations involve external parties, the risk for security breaches increases significantly. These breaches are not only tied to theft and copying of trade secrets, but can also be the result of insufficient security controls on the external party’s side. Furthermore, the situation becomes more challenging when the outsourcing company is situated in another country with a different regulatory landscape.

Therefore, project managers should allocate ample testing time within the project timeline. This entails not only conducting well-thought-out and designed integration testing, but also ensuring that robust security testing is performed on both the third-party and overall system.

One approach organisations usually employ to ensure that security testing is conducted effectively, in compliance with the latest security standards, is by utilising the services of externally renowned and specialised security testing companies to perform these tests.

Finally, in cases where the organisation is outsourcing parts of its software, the project manager should ensure that there is an escrow agreement in place to minimise the risk of the company being left without access to the source code in the event that the outsourcing company suddenly folds.

 

Technology Lens

Finally, in a world where everything is interconnected, technology and device-related security breaches frequently occur. In light of this, I recommend that project managers keep a comprehensive list of standard security practices to integrate into every project they undertake. These activities include the key tasks such as: changing of default passwords, configuring firewall settings, testing of third-party hardware and software before connecting with company networks and servers, and ensuring the installation of the latest security patches. By adhering to these security measures, project managers can significantly enhance the protection of their projects and systems in the ever-evolving technological landscape.

 

In an era where information is power and trust is paramount, security is not an option —it’s an absolute necessity that must be integrated into every step and phase of every project and product’s lifecycle. A security breach isn’t limited to a mere disruption in operations. Besides the financial and reputational aspect, it has the potential to impact lives. Hence, this makes security not an accessory to project management, but rather a fundamental principle that ensures the success, integrity, and trustworthiness of the projects the organisation undertakes.

PMTimes_Oct24_2023

Securing the Road Ahead: The Transformative Impact of Cybersecurity and Software Updates on the Product Lifecycle in the Automotive Industry

Written by Gabriel Kraemer on . Posted in Articles.

Abstract

A final project end with the “start of production”? No more today.

In the automotive industry, Cybersecurity and Software Updates have become critical factors that impact the entire product lifecycle. Cybersecurity and Software Updates have become a serious concern in the automotive industry with the increasing use of technology and networks in modern vehicles, as they open up new attack paths for hackers to negatively influence a vehicle’s functionality. So, how do we protect vehicle occupants from such attacks? The UN Regulations UN ECE R155 and R156 request the automotive industry to establish a Cybersecurity and Software Update Management System to enable protection throughout the whole product lifecycle against attacks from outside and avoid potential weaknesses and vulnerabilities of the system.

This calls for thinking further into the product lifecycle, as securing the vehicle must address not only the development phase, but also the production and on-road phases.

In this article, I describe how this further thinking can be established in an automotive industry organization.

 

The vital importance of Cybersecurity and Software Updates

Cybersecurity and Software Updates are of the highest importance in the automotive industry due to the increasing integration of advanced technologies and connectivity in modern vehicles. As cars become more connected and autonomous, they are exposed to a wide range of cyber threats, making cybersecurity a critical aspect of the whole product lifecycle.

Connected vehicles rely on a complex network of electronic control units that communicate with each other to perform various functions. If hackers gain unauthorized access to these systems, they could potentially manipulate or disable them, leading to life-threatening situations for drivers, passengers, and pedestrians.

 

To preserve safety, security, and trust throughout the whole lifetime of the vehicles, the UN ECE Regulations require that measures are implemented across four disciplines by Original Equipment Manufacturers (OEMs):

  • Managing vehicle cyber risks.​
  • Securing vehicles by design to mitigate risks along the value chain.
  • Detecting and responding to security incidents across the vehicle fleet.
  • Providing safe and secure Software Updates and ensuring vehicle safety is not compromised, introducing a legal basis for so-called over-the-air updates to onboard vehicle software.​

The regulations apply to passenger cars, vans, trucks, and buses. They entered into force on 22nd January 2021.​ In the European Union, the new regulation on Cybersecurity and Software Updates will be mandatory for all new vehicle types from July 2022 and will become mandatory for all new vehicles produced from July 2024. ​I assume no one would drive a car if they would not trust its functionalities. To ensure Cybersecurity along the supply chain, various standards and norms are vital for the suppliers, too.

 

Securing the journey: How do Cybersecurity and Software Updates impact every product lifecycle stage?

Cybersecurity and Software Updates are an essential consideration during the entire product lifecycle, from conception to disposal:

Cybersecurity and Software Update management

Is the product Cybersecurity relevant? Every project must consider this as the initial question. Effective Cybersecurity project management requires a deep understanding of cybersecurity principles and practices. By effectively managing Cybersecurity projects, organizations can enhance their security posture and mitigate cybersecurity risks. Software Updates already require thinking beyond the production phase at the very beginning. How can I secure Software Updates in the field? And most important: keep your suppliers in the loop. One small leak at the very end of the supply chain may affect the whole product.

 

Concept phase

The key changes of the concept phase are to identify and assess potential Cybersecurity risks and threats related to the item. This involves analyzing the item’s assets. Clear and measurable Cybersecurity Goals must be defined to guide the implementation of Cybersecurity measures.

 

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Development phase

In the design phase, it is essential to incorporate Cybersecurity measures and Software Updates procedures into the product’s architecture, features, and functionality. Identifying potential threats and vulnerabilities throughout the development is necessary, too, to stay up to date regarding any threats to develop countermeasures to address them.

Developers must follow secure coding practices and regularly test the product for vulnerabilities. Regular screening for Cybersecurity Events that may be exploited as a weakness, vulnerability, or incident in the item is key for secure development. Those vulnerabilities are to be managed to reduce the risks of exploitation. Additionally, procedures for Software Updates campaigns and packages are already to be defined during the development, which then shall be rolled out in the field.

Before release, the product should undergo thorough testing to ensure that it meets security requirements and standards. This includes functional and security testing, including vulnerability and penetration testing. A validation shall determine if the Cybersecurity goals are achieved.

 

Production phase

The production of the item must be configured securely. This includes implementing secure access controls, applying security patches, and configuring firewalls and other security measures during production.

 

Operation and maintenance phase

Throughout the product’s lifecycle, monitoring and maintaining its security posture is essential. This includes regularly updating and patching the product, monitoring for Cybersecurity incidents and vulnerabilities, and responding to incidents promptly.

 

Decommissioning phase

Finally, when the product is no longer in use, it should be decommissioned of securely. Wiping data and securely destroying hardware to prevent unauthorized access to sensitive information is key.

 

By incorporating Cybersecurity and Software Update mechanisms into each stage of the product lifecycle, organizations and their suppliers can mitigate the risk of Cybersecurity incidents and protect their customers’ sensitive information through secure Software Updates.

 

Who supports the setup of a Cybersecurity Management System and Software Update Management System?

Besides the UNECE Regulations for the OEMs, there are several norms, standards, and frameworks that support the setup of a Cybersecurity and Software Update Management System at the supplier’s site. As we know: we need to ensure Cybersecurity and Software Updates along the whole supply chain, these norms provide guidelines and best practices to help organizations establish effective cybersecurity measures. The two most prominent ones for Cybersecurity and Software Updates are the

  • ISO/SAE 21434 „Road vehicles – Cybersecurity engineering“.
  • ISO 24089 “Road vehicles — Software update engineering”.

Both norms describe the Cybersecurity and Software Update engineering processes in the automotive industry to secure the systematic development of safe vehicles – only a secure vehicle can be safe. Therefore, the norms also require security throughout the entire vehicle lifecycle. Without Cybersecurity and the associated requirements for Software Updates, there will be no sufficient Functional Safety – there is no Safety without over-the-air updates.

Securing the foundation: Transform your organization to establish a sustainable Cybersecurity Management System and Software Update Management System

Why are Cybersecurity and Software Updates so important? The answer to this question must be anchored in the mind of every colleague. Implementing a Cybersecurity and Software Update Management System requires not only the organization to define standards, rules, and processes that shall be used during the projects. It also requires the awareness of the whole staff. When you perform an organizational transformation there must always be a clear reason for the change. Get your team together, get the commitment, capture, and communicate the reasons for the change and create common sense.

Establish visionary leadership to transmit awareness to all employees and create a willingness to contribute. Create the desire and opportunities for contribution to engage the employees. Enable the staff to fulfill their roles. And anchor the new way of working and enforce the growth mindset – thrive on challenges, cultivate your qualities, and grow through application and experience.

PMTimes_Oct18_2023

From Waterfall Walls to Agile Architecture: The New Era of Construction

Written by Lucas Marshall on . Posted in Articles.

This is a collaborative article cowritten by Lucas Marshall and Jason Braun.

 

Productivity is hard to measure. It differs depending on industry, for one. What’s more, the construction sector is what the Becker Friedman Institute for Economics at the University of Chicago considers “strange and awful,” representative of raw BEA data suggesting “that the value added per worker in the construction sector was about 40 percent lower in 2020 than in 1970.” For instance, the construction of the One World Trade Center in New York faced numerous delays and budget overruns, highlighting the challenges the industry faces. Labor shortages—whose “impacts on labor wages, cost overruns, and scheduling concerns in construction projects”—could be the driving factor here as companies struggle to fill positions while unemployment remains low. In other words, “few construction workers [are] seeking jobs, and therefore the pool to fill demand is shallow,” while onsite workers face the unique challenge of executing projects with limited resources—adding to these impacts and slowing growth.

 

At first glance, the worlds of software development and construction may seem poles apart. However, both industries grapple with the complexities of managing large-scale projects, ensuring timely delivery, and adapting to unforeseen challenges. For example, the development of the Windows 95 operating system was a monumental task for Microsoft, much like constructing a skyscraper is for a construction firm. Just as software developers transitioned from the rigid Waterfall methodology to the more adaptive Agile approach to address these challenges, the construction industry stands at a similar crossroads.

 

While it may seem alien to the construction sector, the software industry has subbed one framework (i.e., waterfall) for another (agile), resulting in success ratios two times greater, 37% faster delivery, and greater impact on improving product quality, a 2023 scholarly study found. Popular apps like Spotify and Airbnb have notably benefited from Agile methodologies, iterating rapidly based on user feedback.

 

In this article, we propose applying similar agile and lean construction methodologies illustrative of industrialized construction. Like software—which replaces a rigid, monolithic release cycle with a more agile framework—we explain that industrialized construction looks to replace the old-school, one-off “project” mindset with a fast and dependable productization framework. Consider the construction of modular homes, which are built offsite in controlled environments and then assembled on-site, mirroring the iterative development and deployment in software.

 

Software Project Management: From Waterfall to Agile

Companies in the software industry generally use one of two frameworks when building software products:

 

Waterfall

Waterfall is a more traditional approach to software development where production takes place in a linear, sequential manner (i.e., every task needs to be finished before the next one begins). This means new software solutions begin by defining requirements, then shifting into the software design phase, then shifting to the software developers building what has been proposed, then verifying the release is stable, and finally shifting into maintenance (i.e., finding and squashing bugs). For instance, the early development of Microsoft Office followed a Waterfall approach, with distinct phases and milestones.

 

Key point: Like construction projects that oftentimes involve a considerable deal of back-and-forth with approvals before breaking ground, then contend with unpredictable access to onsite labor and materials as well as rapidly changing weather conditions, we’ll argue later that construction is due for breaking from the waterfall-like processes through industrialization.

 

Agile

Agile is an iterative, team-based approach to software development where rapid delivery of functional products over a short period of time (known as sprints) is used (similar to lean manufacturing methods applied to construction). Continuous improvement is adopted, and subsequent batches are planned in cyclical schedules. Tech giants like Google and Facebook have adopted Agile methodologies for many of their projects, allowing for rapid iteration and improvement based on user feedback.

 

Agile methodology is more collaborative and customer-focused. Oftentimes, customers have the opportunity to offer their feedback through the software development process (e.g., beta releases). Through this approach, developers can improve the overall functionality of the software for the target end user and establish a 1-1 relationship based in trust and mutual respect. It also offers a fixed, predictable schedule and delivery, improved quality for customers through their hands-on participation, as well as adaptability through change.

 

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From One-Off Projects to Finished Goods through Industrialized Construction

Industrialized construction (IC) refers to “the process through which construction aims to improve productivity through increased mechanization and automation,” similar to how Ford’s early assembly line offered the mechanized approach necessary to meet the demands of customers for the Model-T while ensuring product consistency and quality through mechanized orchestration.

 

The mention of Ford’s Model-T isn’t merely a nostalgic nod to the past but a pivotal example of industrial transformation. In the early 20th century, the automobile industry faced challenges similar to today’s construction sector: Inefficiencies, inconsistencies, and a demand that outpaced supply. Ford’s introduction of the assembly line for the Model-T revolutionized production, offering a standardized, efficient, and scalable solution.

 

At a high-level, industrialized construction as a concept moves beyond approaching each build as one-off projects. Instead, practitioners apply a foundational framework where building deliverables are treated as building products and the same attention to build quality, customer satisfaction, and continuous improvement seen from manufacturers of marketable finished goods (e.g., automobiles, electronic devices, perishable goods, etc.) is applied to construction. A real-world example can be seen in the rise of prefabricated homes, which are built in factories and then assembled onsite, ensuring consistent quality and faster construction times.

 

The traditional approach to construction, as we highlighted earlier, comes with its set of challenges. For instance, 45% of all construction projects face disruptions due to inclement weather. A staggering 93% of construction firms grapple with material shortages. Furthermore, the limited access to skilled workers, a point we touched upon earlier, restricts the efficiency of an onsite workforce, especially under tight deadlines. This can jeopardize schedules, budgets, and even the quality of work.

 

For instance, the construction of the Berlin Brandenburg Airport faced numerous delays due to planning and execution challenges, showcasing the need for a more streamlined approach.

 

The transition towards Industrialized Construction isn’t just a theoretical proposition; it has tangible, real-world implications that can redefine the construction landscape. For starters, IC can lead to significant cost savings. By shifting much of the construction process to controlled environments, we can mitigate the risks and uncertainties of on-site construction, from weather disruptions to labor shortages. This not only ensures projects stay on budget but also can lead to faster completion times. For example, the Broad Sustainable Building company in China constructed a 57-story skyscraper in just 19 days using prefabricated modules, showcasing the potential of IC.

 

Industrialized construction, meanwhile, looks to improve quality by affecting factors within a business’s control:

  • Third-party prefabrication and offsite construction partners or building out your own infrastructure to support offsite preassembly can improve schedule certainty by 90%, while cutting down on construction costs by 10% and improving quality by mechanizing the preassembly process in a temperature-controlled factory setting where stringent quality measures can be enforced.
  • Robotics and additive manufacturing technology to increase output, capabilities, and design freedom of human installers; smart tools and IoT solutions in the hands of these installers, meanwhile, can further assist in performing installations more safely with reporting/quality verifiability. For instance, the use of drones in construction sites for surveying and monitoring has become increasingly common, providing real-time data and insights.
  • Building information modeling (BIM) can help construction professionals and stakeholders (e.g., customers, inspectors) collaborate virtually, envisioning finished products in their natural environment while improving the 1-1 relationship and trust through construction projects similar to how earlier discussed software teams run beta tests. The construction of the Shanghai Tower, for example, heavily relied on BIM for its design and execution.
  • A wealth of data via digital twins (e.g., real-time inventory data, predictive analytics, data synchronization to remove information silos, etc.) can help professionals manage projects with more certainty and deliver data-driven insights to drive proactive decision-making and quality.

 

In the broader discourse on project management methodologies, Antonio Nieto-Rodriguez’s article, “It’s Time to End the Battle Between Waterfall and Agile,” offers a compelling perspective. Nieto-Rodriguez critiques the rigid dichotomy many project leaders maintain between Waterfall and Agile, suggesting that such binary thinking has fostered tribalism within the project community, stifling innovation and potential. This tribal mindset has even led entire organizations to “go agile,” often at the expense of sidelining the foundational principles of traditional methodologies that certain projects might still benefit from. The real-world implications of this divisive approach can result in tangible losses for organizations. Nieto-Rodriguez advocates for a more nuanced approach: hybrid project management methodologies. By merging the meticulous planning of Waterfall with the adaptability of Agile, these hybrid methods can address the shortcomings of a one-size-fits-all strategy. Such an approach not only bridges the divide between the two methodologies but also paves the way for more effective and innovative project outcomes.

Top of Form

Bottom of Form

 

Bottom Line

The construction industry and its fragmented ecosystem is in desperate need of industry-governing interoperability where critical project data is shared in real-time, enabling collaboration and a nimble building process adaptive to change.

 

As project managers in our industry look to the software industry for ways to improve quality, one conclusion they may come to is breaking away from the monolithic, waterfall delivery methods. Instead, they may implement an agile framework and industrialization of processes that facilitate the same increased output and uncompromised product quality that allowed the iconic Model-T to roll off the production line and meet customer demands.

 

About Authors

Jason Braun is the author of Designing Context-Rich Learning by Extending Reality and an educator with over a decade of producing, delivering, and promoting critically acclaimed multimedia learning experiences. Recognized for collaborating effectively with programmers to create educational software featured in The Chronicle of Higher Education and with subject matter experts like New York Times best-selling authors and FBI cybersecurity agents.

PMTimes_Oct04_2023

A Self-study about the Impact of AI on Project Stakeholder Management

Written by Anju Aggarwal on . Posted in Articles.

I want to know the exact details of how AI can help project managers.

Not much concrete work is done in this area, so it is hard to find scientific papers or case studies about the impact of AI on project management. 

In this situation, I had to rely on the most powerful and trustworthy method, i.e., Self-help.

To understand the influence of AI, I picked one specific knowledge area: Project stakeholder management.

I will try to find out the benefit of using an AI tool or system on the four processes that comes under this knowledge area.

 

These days, I am reading loads of articles related to “AI in Project Management”. Being a PM, I always look for such articles with great curiosity and expectations. I want to understand how AI will impact project management.

 

To my dismay and frustration, most of such articles turn out to be fluff. I can categorize most of these articles into the following three brackets:

  • Some start with an explanation of AI and then get into details about different forms of AI like NLP (Natural Language Processing), ML (Machine Learning), Generative AI, etc.
  • A few articles mention various tools that use AI. Unfortunately, these tools had no relevance whatsoever to project management.
  • Many articles talk about the benefits of using AI in project management, such as automation, cost reductions, time savings, and better decision-making. In my opinion, all these benefits look like a general statement that goes for every other innovation too.

 

First, a refresher on what is project stakeholder management: 

Stakeholder management is the process of managing the expectations of anyone who has an interest in a project or will be affected by it.

 

The four process groups identified in project Stakeholder management are as follows:

  • Identify Stakeholders
  • Plan Stakeholder Management
  • Manage Stakeholder Engagement
  • Control Stakeholder Engagement

 

I will examine these processes and try to inject AI into their ITTO (Inputs, Tools, Techniques & Outputs) to the best of my knowledge.

I am not an expert in AI, so please correct me wherever you think there could be better usage of AI in that specific process.

 

Identify Stakeholders: Identify everyone, be it groups or individuals, affected positively or adversely by the project’s outcomes.

In this process, we check the existing project documents to identify all the stakeholders. These documents can be project charter, project proposal, or any contract created at the project beginning.

I do not think AI will be of any use in this process. Generally, a Project manager checks all these documents and lists all the stakeholders. PMs should also connect with project sponsors and other subject matter experts for their input in the stakeholders list.

 

Every project is unique in nature with its own enterprise environmental factors (EEF). In such a case, it is not possible to develop a ML model that provides predictions for unique projects.

Stakeholder analysis is one of the techniques used in this process. The primary goal of stakeholder analysis is to gather information about these stakeholders and use it to make informed decisions, manage relationships, and mitigate potential conflicts.

Can we use AI here? Can we Develop an ML model to categorize the stakeholders according to their power and influence automatically?

 

A few questions to ask: Is it worth the effort? What could be the maximum number of stakeholders in a project? Let us assume that the project is big and complex, so we have many stakeholders identified. Can we create a machine learning model by mapping different attributes like stakeholder’s interests, concerns, and influence and then classify them based on their level of interest and power or influence? The input data would vary a lot for each project. In such cases, the models would need a large amount of data for training to identify patterns for predictions.

 

Let’s assume we can create an ML model that can define stakeholders’ engagement strategy depending on their power/influence/interest. Will this model add much value to the organization’s productivity?

I feel a project manager could do the stakeholder analysis more quickly and accurately.

The output of this process is a stakeholder register.

 

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Plan Stakeholder Management: comes up with the management strategies required to engage stakeholders effectively.

This process also requires the PM to check project-related documents.

Mind mapping is one of the techniques used in this process. It is a visual tool.

 

Can AI be useful in this technique? We could automatically create a Mind map using the stakeholder register constructed in the previous process. PMs can then develop an engagement strategy or prioritize the engagement efforts based on the mind maps. This automated process saves time and effort for the Project managers.

Is this a good AI use case? No, according to me. The mind mapping tools might already have the feature to import a risk register as an Excel or doc file. So, I don’t think it is justified usage of ML for developing mind maps from Stakeholder risk register.

The output of this process is the Stakeholder Engagement Plan.

 

Manage Stakeholder Engagement: This process outputs effective communication with stakeholders and works with them to meet their needs through meaningful and appropriate involvement in project activities.

This is primarily an execution phase where documents are updated on a need basis. An ML model cannot predict this day-to-day process. So, an AI chatbot cannot replace a project manager here. A PM needs to have active interactions with stakeholders. PM needs to listen to what the stakeholder is saying and try to infer what the stakeholder is not saying.

The tools & Techniques in this process talk about interpersonal and communication skills, which are tough to emulate via an AI chatbot. I feel if a stakeholder gets to know that a bot is doing communication instead of a human PM, they might view it as a communication breach. I cannot imagine a stakeholders’ meeting where an AI bot is giving a status update report, and all the stakeholders are nodding their heads, feeling proud and in awe about this technology feat.

 

Control Stakeholder Engagement: This is the process of monitoring overall project stakeholder relationships and adjusting the strategies and plans for engaging stakeholders accordingly.

One of the techniques in this process is decision-making – Multicriteria decision analysis (MCDA)

MCDA is a structured approach for evaluating and comparing multiple criteria or factors when making decisions. It also requires data collection, assessment, monitoring, and readjustments.

We can use some software for decision-making that uses custom-trained ML models. I feel the attributes to train the models would be humongous and human centric. It would not be useful to create custom models for stakeholder engagement.

 

I have covered all four processes involved in the Project Stakeholder Engagement knowledge area.

In this exercise, I tried to put an unbiased perspective where I wanted to incorporate AI consciously in the Project Stakeholder Management knowledge area.

 

My concluding thoughts on how AI would impact Project Management:

The Project management stream requires more behavioral skills than technical skills. It requires human eyes, ears, brain, and heart. It cannot be completely replaced by Artificial Intelligence generated robots or systems.

 

As mentioned earlier, I am a project manager, not an AI expert. I would look forward to constructive input from other AI experts. But for the AI bots generated comments, please stay away!

 

PMTimes_Sep26_2023

Embracing AI-driven Project Management: A Guide for PMs

Written by Arunabh Satpathy on . Posted in Articles.

AI project management software is revolutionizing the landscape of products and services. A host of tools are making their way to the market to capitalize on their potential. Given their ability to automate tasks, analyze data, aid insights, and improve the bottom line, AI project management tools will rapidly become part of standard operating procedure within companies, transforming traditional project management.

This rapid transformation has left project managers wondering how their job expectations will change, whether they will be replaced by AI, and how to adapt to the change. This article aims to cover those questions.

 

Table of Contents

AI Project Management Today……………………………………………………….. 1

Analysis………………………………………………………………………………….. 2

Rewriting……………………………………………………………………………….. 2

Summarization………………………………………………………………………… 3

Generating Reports…………………………………………………………………… 3

How to Adapt and Thrive with AI Project Management Tools………………… 4

Embrace the Changes in the Project Management Role……………………. 4

Learn Continuously About New Technologies…………………………………. 4

Think of AI Project Management Tools as “Interns”…………………………. 5

Picking the Best AI Project Management Tools…………………………………… 5

AI Project Management Tools are the Future…………………………………….. 6

 

AI Project Management Today

As industries are becoming more competitive, project managers expect more output from their employees and themselves. AI project management tools assist PMs to select and prioritize projects based on company and stakeholder needs. They help PMs ensure that company resources are allocated to the most impactful projects in the most impactful way.

AI tools help increase the per hour value of work, especially because employees are happier and more productive working with AI. In fact, a McKinsey report found that the productivity gains among junior workers are higher than they are for senior workers.

 

For project managers, AI can perform many productivity boosting tasks including:

Analysis

AI project management tools can analyze and report on work you or your teams do and offer improvements. Some AI tools can spot patterns in historical project data and generate project plans optimized for your company and stakeholder needs. They can also spot areas of improvement in employee work.

For instance, any project manager will tell you how bad requirements can have negative downstream effects like rework. Requirements errors make-up 70 to 85 percent of the cost of rework.

When you write requirements for projects and/or products, AI tools can help you rate the quality of your requirements based on the 6C’s (i.e., clarity, completeness, conciseness, consistency, correctness, and context). The results are rated on a scale of 0% to 100%.

 

Rewriting

Beyond just offering analysis, you can also write and rewrite content and documentation using AI. The rise of ChatGPT has dramatically shifted the landscape of many industries and professions, including project management. You can automate project planning, generate project status reports, summarize meetings, and even develop training materials.

You can also write, and rewrite documents based on drafts and get those results formatted in bullet form or as a paragraph. The best tools also allow you to select and edit the AI’s output to your team’s specifications.

Monitoring Progress

AI project management tools offer PMs the ability to monitor the progress of their projects or sprints. Team members and stakeholders can visually see how the project is progressing against the planned timeline. With AI project management software tools, you can communicate with your team and update project progress. This can help improve team communication and collaboration, leading to more successful project delivery.

 

Summarization

Project managers often must grapple with vast amounts of data in bite-sized pieces to make informed decisions. AI tools can create a brief abstract or reframe requirements in different terms so PMs can make decisions quickly. The ability to reframe requirements also has explanatory power so that team members from different disciplines can better understand their colleagues’ intentions.

 

Generating Reports

Current tools can generate reports from your documentation with one click. An AI project management driven method leaves tools to summarize meeting notes or project updates in seconds with pre-structured headers, tables, and more, these tools ensure that project managers have perfectly formatted content.

While these are some basic tools that project managers can use, AI project management tools can go even further. This includes converting requirements data into user stories, translating requirements from language to language for better collaboration, and even elaborate on existing requirements.

 

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How to Adapt and Thrive with AI Project Management Tools

 

There’s no doubt that AI in project management will be the new paradigm in the near future. A Gartner study said that AI will handle 80% of project management tasks by 2023. The best way to deal with this upcoming change is to adapt to it. Here’s how:

Embrace the Changes in the Project Management Role

A change in the role of project manager is inevitable in many ways. Here are a few ways you can adapt and thrive in the evolving role of PM.

  • Focus on Soft Skills: With automation handling routine tasks, the PM role will focus more on soft skills like leadership, strategy, and building high-performing teams. Organizations will need the leadership skills of PMs to keep their companies competitive by switching to AI tools.
  • Strategic Alignment: While AI will lead to gains in productivity, using this productivity boost in the right way will involve PMs focusing more on aligning projects with strategic goals for results. This includes using other strategic tools like baselining and documentation tools to direct the power of AI in the best possible way.

Learn Continuously About New Technologies

The future is a hybrid of machine speed and human judgment. To keep up with these rapid changes, PMs should stay updated with the latest technologies and tools that can help them in their work. This includes new AI technologies as well as other technologies coming down the pipeline.

A key skill for the future is data literacy. In a recent report, 31% of organizations said data-related skills like data management, analytics and big data, are the highest talent development priorities.

And with AI taking over the manual aspects of the job, the PMs role will become even more human-centric, with soft-skills like critical thinking, conflict resolution, and deal making becoming more important.

A culture of learning within companies is important as almost 30% of employees consider learning as a key factor when considering a new position.

 

Think of AI Project Management Tools as “Interns”

Virtual assistants will gradually shift PM activities towards coaching and stakeholder management. AI tools are best understood as competent interns that need some oversight while doing administrative or manual tasks.

The dominant paradigm will involve PMs dealing with more human-oriented tasks that involve soft skills, deep market research, and making critical decisions on product positioning.

 

Picking the Best AI Project Management Tools

Intelligence: Any artificial intelligence must be powerful enough to tackle the task at hand. When looking for a tool, get one that gives you high quality output when automating tasks, analyzing data, and providing context.

User-friendliness: PMs in competitive industries are often time stressed. An AI project management tool must be easy to use. The best tools give you options both for a prompt-based interface and a button-based interface.

Interaction with other tools: An AI tool in isolation is not useful to project managers. However, an AI tool that is integrated into a larger ecosystem of tools is extremely valuable. The best tools typically come with packaged software that allow PMs to document, test, and review their project management performance.

Collaboration: PMs know that success in any project is a team sport. So, an AI tool that simplifies project requirements will make it easier for developers to understand business analysts and vice-versa. A tool that can translate requirements accurately is even better since distributed teams can perform across the world.

 

AI Project Management Tools are the Future

In conclusion, AI has the potential to significantly enhance project management practices. By embracing AI tools like virtual project assistants, continuously learning about new technologies, using AI for improved decision-making, automating administrative tasks, and using AI for project selection and prioritization, project managers can adapt to this new landscape for improved outcomes and profitability. It’s an exciting time for project management as we explore these new possibilities.

 

 

Source: Futuristic Architect Businessman Industry 40 Engineer Stock Photo 1196903896 | Shutterstock [AS1]
Caption: AI-driven project management increases employee productivity across the board. [AS2]
Source: AI Improves Employee Productivity by 66% (nngroup.com) [AS3]
Caption: Summarizing helps project managers get the gist of long documents to make quick decisions. [AS4]
Caption: AI is best seen as a project management intern. [AS5]
Source: Blue Printer Paper · Free Stock Photo (pexels.com) [AS6]
Caption: Learning and career growth are particularly valued among younger employees. [AS7]
Source: Workplace learners: new workplace expectations | Statista [AS8]