Towards a New Frontier in Project Management
FEATURED PAPER
By Antonio Bassi
Lugano, Switzerland
Abstract
This paper explores the emerging intersection between neuroscience and Project Management, outlining a theoretical and practical framework for innovation in project management. Through a critical analysis of the neurobiological mechanisms that influence decision-making processes, leadership, stress management, and organizational change, it proposes an integrated management model that enhances the cognitive, emotional, and relational dimensions of project teams. The role of neuroscience in overcoming the limitations of traditional methodologies and in implementing evidence-based strategies supported by advanced technologies such as Artificial Intelligence and predictive systems is highlighted. The INSPIRE PM model is presented as an exemplary paradigm of this new frontier, where technology and neuroscientific knowledge merge to generate both economic and human value.
- Introduction
The growing complexity of contemporary organizational contexts—characterized by high uncertainty, increasingly interdependent cross-functional dynamics, and the pressure exerted by sustainability goals—demands a profound rethinking of Project Management practices. Traditional methodologies, based on rigidly predictive and controlled frameworks, are not always capable of providing effective responses to these new challenges. The classical paradigm, which assumes stability of requirements, linearity of processes, and predictability of scenarios, often proves insufficient in the face of a global environment dominated by constant change, rapid technological obsolescence, and complex social interactions.
At the same time, neuroscience has achieved extraordinary progress in recent decades in understanding the brain processes underlying decisions, emotions, and social interactions. Discoveries on neural plasticity, stress regulation mechanisms, the function of reward systems, and cognitive biases have offered theoretical and practical tools that can be directly applied to project management. In a field such as Project Management, where the human dimension is as crucial as the technical one, these contributions open innovative scenarios of great operational relevance.
In this context, the synergy between neuroscience and Project Management represents a promising frontier, capable of transforming the discipline into a truly predictive, adaptive, and sustainable approach. This article aims to explore this interdisciplinary field, addressing some fundamental research questions that will guide the analysis: Which neurocognitive mechanisms influence decision-making within projects, and how can understanding these mechanisms improve the quality of choices? In what ways can the neurobiology of emotions and social relationships strengthen leadership, enhance empathy, and improve team management, especially in distributed and intercultural contexts? What are the neuroscientific foundations of resistance to change, and how can they be overcome through targeted strategies that stimulate neuroplasticity and reduce the activation of defensive circuits?
The text will also analyze how to effectively integrate neuroscience and digital technologies to enhance predictive capacity and improve project efficiency, highlighting the role of Artificial Intelligence, Digital Twins, Blockchain, and IoT as tools capable of compensating for the cognitive limitations of the human brain. The impact of chronic stress on cognitive performance and executive functions will be examined in depth, with particular attention to designing sustainable and psychologically safe work environments. Finally, the role of positive emotions and related neurotransmitters in building motivation, resilience, and innovative capacity within project teams will be explored.
The overall objective is to propose an integrated model in which neuroscience and Project Management are not parallel disciplines but elements of a single evolutionary approach, capable of addressing complexity through a synthesis of scientific knowledge, technological tools, and human centrality.
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How to cite this paper: Bassi, A. (2025). Neuroscience and Project Management: Towards a New Frontier in Project Management; PM World Journal, Vol. XIV, Issue X, October. Available online at https://pmworldlibrary.net/wp-content/uploads/2025/10/pmwj157-Oct2025-Bassi-Neuroscience-and-Project-Management.pdf
About the Author
Antonio Bassi
Lugano, Switzerland
Antonio Bassi Is an Electronic Engineer by training, certified Project Management Professional (PMP), member of the Steering Committee of the Project Management Institute – Northern-Italy Chapter (PMI-NIC) from 2004 to 2008, Lecturer in Project Management in academic settings, President of the Project Management Association (APM-Ticino), author of numerous books and articles on project management, former member of the UNI team for the definition of ISO21500 standards for Project Management, with 20 years of experience as Project/Program Manager on innovative projects across various market sectors.
Antonio can be contacted at antonio.bassi60@gmail.com
