Skip to content

AI in the project profession: examples of current use and roadmaps to adoption webinar

Added to your CPD log

View or edit this activity in your CPD log.

Go to My CPD
Only APM members have access to CPD features Become a member Already added to CPD log

View or edit this activity in your CPD log.

Go to My CPD
Added to your Saved Content Go to my Saved Content


Disruptive technology and accelerating change is the now the norm within business. Advancements that feel relatively recent are already becoming embedded into business-as-usual activity. AI is one such advancement; it is already being used and having real-world impacts across the project profession.

To help P3M professionals understand the implications of this change, APM invited representatives from organisations that have introduced or are preparing to introduce AI into their project workstreams, to explain their approach and share their insight with fellow professionals.

This webinar on Wednesday 27 March 2024, explored how AI is currently being used in project and programme management, and how organisations are gearing up for its adoption.


Webinar resources

The panel have very kindly allowed their presented material to be made available for viewing. The slides on Slideshare and the webinar recording on YouTube are now available in our APM resources area and also embedded below for reference.

The questions submitted from attendees during the webinar are being reviewed and answered.

This webinar content is suitable professionals with an intermediate to advanced level of experience.

What is AI in project management

Data Analytics and AI in Government Project Delivery report, launched Wednesday 20 Mach 2024


Speaker panel

Andy Murray, Executive Director, Major Projects Association

Andy is the Executive Director of the Major Projects Association, prior to which he spent 30 years as a practitioner, consultant and assurer of complex projects and programmes for public, private and third sector organisations both domestically and internationally. He is a collaborative and inclusive senior leader with a track record of building high-performing teams both within his organisation, across partnerships and with voluntary groups.

Andy is a respected author, having worked with HM Treasury, Cabinet Office, APM, Axelos and PeopleCert to develop best practice guidance on their behalf. Publications include PRINCE2, P3M3, Routemap and the Governance of Co-Owned Projects. He is the APM’s Governance Specific Interest Group and is leading on the Project Data Analytics Task Force.


James White, Head of Nuclear, Principal Delivery Manager, MIGSO-PCUBED

James has over 20 years in project management within the defence and nuclear sector, serving as Head of Nuclear at MI-GSO-PCUBED. With an MBA and MSc in Engineering, and as a Chartered Engineer and Manager, James exemplifies professional growth, also holding Fellowships with the Chartered Management Institute and APM. His track record includes managing complex engineering projects and championing business transformation, enhancing nuclear technology while aligning with global efficiency and safety objectives. James is recognised for his leadership in project collaboration and strategy, contributing significantly to the Government Major Projects Portfolio (GMPP) on four different programmes in the last 10 years.

James is a member of APM’s Board of Trustees. He has also contributed to APM as a Corporate Advisory Group member, Fellow assessment panellist, and Committee member for the Thames Valley branch. His previous roles include leadership at Nuclear Waste Services and managing high-stakes programmes at CH2M and Jacobs for Rolls-Royce and the Ministry of Defence.


James Garner, Global Head of Data, Insights & Analytics, Gleeds Cost Management Limited

James is an accomplished data leader in the construction industry. After earning a first-class honours degree, he wrote his university dissertation on data and digitalisation in the construction sector. He became a member of the Royal Institution of Chartered Surveyors (RICS) in 2002. In 2012, he was elected as a Fellow of RICS for his significant writing contributions to the RICS Black Book technical standards.

Today, James leads Gleeds' Global Data, Insights, and Analytics department. With a focus on business intelligence, project intelligence, data literacy, and data maturity, he utilises his expertise in both Quantity Surveying and data analytics to drive the industry's digital transformation. James recognises the crucial role data and analytics play in informing strategies and decision-making processes within the profession.


Karina Singh, Director of Function, Profession and Standards, Infrastructure and Projects Authority (IPA) in the Cabinet Office

Responsible for leading and improving professional capacity and capability for project delivery across government. Before this she was Director of Transformation at HM Land Registry, overseeing its ambitious agenda to transform into an end-to-end digital business.

Karina has been a civil servant for over 30 years, mainly in HM Revenue and Customs and HM Treasury, as well as sometime in the private sector. She is a Fellow of the Association of Project Management and an accredited Master Practitioner.


Alex Robertson, Digital and Innovation Lead, Petrofac

Alex has been involved in some of the most complex energy projects in the North Sea and beyond for more than 25 years in both the capital expenditure (CAPEX) and operational expenditure (OPEX) phases. His project experience ranges from volcanic geothermal energy, subsea pipelines, offshore platforms and more recently carbon capture and hydrogen developments. His work includes senior project leadership roles in both Tier 1 EPC contractors and operators, and has included roles in leading digital and data strategy for improving project delivery in multinational settings.

Alex is passionate about improving how people and technology blend together to ensure the project outcomes of tomorrow are more predictable than those of today. For more than 15 years, his work has challenged conventional approaches and has influenced how multiple organisations can deliver projects better through pragmatic and sensible application of technology.


Previous presentations and webinars can be viewed on the APM Slideshare and YouTube channels.

Follow @APMEvents for upcoming event information.

Hashtag: #apmwebinar  


APM Body of Knowledge 7th edition reference

Section Description
3.3.6 Continuing Professional Development (CPD)



Join the conversation!

Log in to post a comment, or create an account if you don't have one already.

  1. Richard Renshaw
    Richard Renshaw 04 April 2024, 04:28 PM

    Thanks to all the panel for such a pleasing knowledge share and insights. My experience of developments in the Middle East on major urban real estate developments is that at the end of a project or programme information becomes highly valuable for all stakeholders. This is from key verified As-built drawings and documents to documenting significant decisions. Lessons identified include at the front end of a project or programme there needs establishment of requirements from a client perspect with respect to an information management policy and project configuration. The data need to be specified upfront to support the handover team at the end of the project or programme. For every record, there needs to be pre-defined fields. As a programme progresses and the initial handover is executed the taking over body - typically an Asset Management organization may seek for Operations and Maintenance/Safety/Security the verified key As-built drawings and document as records in another configuration as metadata. Developing a holistic data environment and up from Governance frameworks could aid rationalization. I thought the following documents could prove helpful in the context that we are learning together on comprehending what success expectations could be improved should client requirements be articulated up front while already taking into consideration what an atypical Asset manager would require concerning metadata using machine learning possibilities as a substitute before mobilization of an Asset Management staff on major urban real estate developments. -- ISO/IEC 38507:2022 Information technology Governance of IT Governance implications of the use of artificial intelligence by organizations -- Thanks again Andy, James W, James G, Karina, and Alex. I thought you worked well together as a panel and communicated clearly on a challenging, fluid subject. -- ISO/IEC 42001:2023 Information technology Artificial intelligence Management system

  2. John Bridges
    John Bridges 05 April 2024, 06:00 PM

    AI may well help with EVM analysis and trend early indicator of project health.