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Future-Proofing Project Networks

 

AI, Systems Thinking, and Adaptive Decision-Making

 

FEATURED PAPER

By Ali Hosseini and Dr. Mohsen Bahrami

Turkey and Iran


Abstract

Modern project management is increasingly challenged by the complexities of interconnected project networks. Traditional linear methodologies struggle to adapt to the dynamic, interdependent nature of globalized operations. This article explores the integration of Artificial Intelligence (AI) and systems thinking as transformative tools for managing such networks. AI’s predictive analytics enable real-time resource optimization, adaptive scheduling, and proactive risk management, while systems thinking offers a holistic framework to manage interdependencies and emergent behaviors. Together, these methodologies provide project managers with the tools to align stakeholder objectives, optimize resources, and navigate disruptions effectively. The article also presents strategic recommendations for executives, emphasizing phased AI adoption, ethical governance frameworks, and fostering agility in distributed teams. By combining AI’s computational power with the systemic insights of systems thinking, organizations can build resilient, adaptive project networks to thrive in a rapidly evolving global landscape.

  1. Introduction: The Rise of Complex Project Networks

As businesses continue to evolve in an increasingly interconnected global economy, project management has transformed from overseeing isolated projects to managing complex project networks—systems of interdependent projects, stakeholders, and resources. This complexity has been accelerated by factors such as the globalization of supply chains, technological advancements, and the rising demand for cross-functional collaboration in real time1. Traditional project management methodologies, such as waterfall models, often struggle to keep up with the intricacies and unpredictability that arise when managing multiple interconnected projects2.

Modern project management has evolved significantly, moving from traditional linear approaches to adaptive, technology-driven practices. Trends such as the widespread adoption of distributed teams, real-time collaboration tools, and agile frameworks have transformed how organizations manage complexity. These advancements reflect the growing need for interconnected systems, where projects function as dynamic networks rather than isolated entities.

Project networks share certain characteristics with programs and portfolios, which are also common structures for managing groups of projects. Programs consist of related projects coordinated to achieve overarching benefits, inherently functioning as a type of project network due to their interdependencies. Portfolios, by contrast, focus on strategic alignment and may include project networks but are not characterized by interdependencies3. This article specifically examines project networks as operational systems characterized by dynamic interactions, setting them apart from programs and portfolios while often overlapping with these frameworks.

In today’s environment, project managers must navigate overlapping timelines, scarce resources, and a multitude of stakeholder demands. A delay in one project can cascade through the network, disrupting others and potentially undermining the entire portfolio. Misalignment between projects or conflicting stakeholder expectations can exacerbate these challenges, creating bottlenecks and introducing risks that derail overall performance4. To meet these demands, project management practices must shift from linear approaches toward more holistic, dynamic strategies that can adapt to unforeseen developments.

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To read entire paper, click here

How to cite this paper: Hosseini, A., Bahrami, M. (2025). Future-Proofing Project Networks: AI, Systems Thinking, and Adaptive Decision-Making; PM World Journal, Vol. XIV, Issue II, February. Available online at https://pmworldlibrary.net/wp-content/uploads/2025/01/pmwj149-Feb2025-Hosseini-Bahrami-future-proofing-project-networks.pdf


About the Authors


Ali Hosseini

Istanbul, Turkey

 

Ali Hosseini, PMP, is a consultant, educator, and founder of NextGen PM, a platform dedicated to AI-driven innovation and project management transformation. He advises organizations on AI integration and digital transformation while leading workshops and mentoring future project managers. Ali holds an M.Sc. in Technology Foresight from Amirkabir University of Technology. His work explores AI-human collaboration and applies foresight methods to identify emerging trends, helping organizations align with future challenges. Contact Mr. Hosseini at ali.hosseini@nextgenpm.org or visit www.nextgenpm.org

 


Dr. Mohsen Bahrami

Tehran, Iran

 

Dr. Mohsen Bahrami is a professor at the Amirkabir University of Technology (Tehran Polytechnic), specializing in future research, technology foresight, sustainable development, robotics, and space technologies. His academic journey bridges mechanical engineering and futures studies, with notable contributions to long-term policymaking and innovation management. Dr. Bahrami is actively involved with The Millennium Project as the chairman of Iran Node, promoting foresight methodologies for public policy and academic planning. Contact: mbahrami@aut.ac.ir |

website: https://aut.ac.ir/cv/2297/MOHSEN-BAHRAMI/ | Google Scholar: https://scholar.google.com/citations?view_op=list_works&hl=en&hl=en&user=aiF5aIgAAAAJ

 

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