Elevating Visibility of Project Management Knowledge


Artificial Intelligence (AI) may lead the way



By Muhamed Abdomerovic, D. Eng., Civil

North Carolina, USA

As a community, we agree that project management is the science and art of transforming an idea into its application.

  • The scientific part of the project management method happens when it applies, in our case, to the development and implementation of a project management plan as intended. This part gets support from the application of scientific theories from Descartes, Euler, and Maxwell (Abdomerovic 2022, 6-12, 16-18, 36-41, 45-53, 60-64, 214-217)
  • The art part of project management sociological conception happens when it applies, in our case, to changing a project management plan and living with consequences. This part gets support from classic social systems and actions (Parsons 1951), innovative views for individual and social behavior (Ackoff 1972), and early PMI’s scientific conceives (Adams and Campbell 1982; Cavendish and Martin 1982) and many contemporary views in the form of project management sociology on individual and groups having distinctive and evolving cultural and economic interests (Abdomerovic 2022, 13-16)

In more specific situations, the organized project management community may not agree on the approach to project management. Let’s start with our usual routine.

As homeowners, can we recall how we planned our project, for example, the Garage Roof Repair? Yes, we can.

We write down the contents of the work to perform and the product to deliver.

  • Describe or tell our understanding of the problem and expectation
  • Get itemized the work to perform and the product to deliver with fixed-price quotes for the labor and material in the form of email, phone message, or verbal from two roofers, at least
  • Select a roofer and negotiate the work to perform and the product to deliver
  • Understand and accept roofer’s promises in the form of email, phone message, or paperwork that describe the contents, timing, cost, quality, changes, and payments for negotiated work to perform and product to deliver
  • Allow the roofer to work on garage roof repair as negotiated
  • Follow work development, accept and pay completed work as negotiated
  • We closely watch the work and product results during the warranty period.

That is how we talk with plumbers, painters, roofers, and other traders, which helps us reduce conflicts and risks that may arise in project development. During a period, most traders become our pre-selected choices for home improvements.

Can we use the above approach to plan a project of any size, for example, to manage the Residential Building Roof Construction? Yes, we can try, but there are options.

Work contents for any sizable project, on hardware, software, service, process, or information, cannot be defined and completed by heart. Yet, we have two options:

  • Short-term management planning (SMP) is known as the Agile approach or the Continuous Delivery (Aguano 2013). It has the capacity to accomplish a negotiated segment of work that does not take longer than one month. Then, the Agile team focuses on the next segment of work negotiated for release. Sometimes, it leads to an unknown number of sequential segments and, consequently, to an unknown project completion date and cost.

It can apply for discrete production, mass production, or projects only if timing and cost to complete all segments of work cannot, or need not be specified, and the expected modification of accomplished segments of work is not expensive.

  • Project management planning (PMP) is known as the Traditional approach. It has the capacity to plan and accomplish the whole project from start to completion.

It applies to any project since comprehensive planning minimizes changes to the planned timing and cost to complete project work.

For PMP, we must understand the fundamental and supplemental methods that help us define the contents of project work, relate the contents of project work, and follow up on the accomplishments of the project work.


To read entire paper, click here

How to cite this paper: Abdomerovic, M. (2024). Elevating Visibility of Project Management Knowledge: Artificial Intelligence (AI) may lead the way; PM World Journal, Vol. XIII, Issue V, May. Available online at https://pmworldlibrary.net/wp-content/uploads/2024/05/pmwj141-May2024-Abdomerovic-elevating-visibility-of-project-management-knowledge-AI.pdf

About the Author

Muhamed Abdomerovic

North Carolina, USA


 Muhamed Abdomerovic, D.Eng., Civil, has learned project management planning through information technology, construction, process industry, and energy sector projects exceeding a $12.5 billion budget. While employed in various positions, he has published over 50 journal articles, six Project Management World Congress proceedings, and five books. He has contributed to project management standards by introducing project management system logic and a holistic understanding of the PMI’s PMBOK Guide. He graduated from the University of Sarajevo with a Diploma in Civil Engineering and joined the International Project Management Association in 1972. He can be contacted at mabdomerovic@gmail.com