We are about to wrap up 2024. It was a very dynamic year with many different activities.

Projects

The scope and content of the projects are in the big data analytic space. The need to closely scrutinize the regulatory frameworks that apply to this domain is an important topic. Thus, in addition to deploying platforms that include machine learning and generative artificial intelligence capabilities, there is further work on compliance with AI-related regulations, and defining data and AI governance frameworks.

We are clearly in the post-COVID phase of projects. We have a hybrid situation where the projects are mostly remote with some on-site working or workshops. During COVID, we all learned that projects can be successfully executed remotely. The projects use virtual agile practices to keep teams aligned. The agile practices include fixed ceremonies such as daily stand-ups, iteration planning, backlog grooming, and review sessions that occur with a fixed frequency and include interdisciplinary participants. However, onsite and face-to-face collaborations of meeting in the office and conducting collaboration workshops also take place. Thus, where the pre-COVID travel may have been 60%-80%, the post-COVID travel is more like 10%-20%.

Gamification

In 2022 and 2023, serious games and gamification were topics for us. In 2024, we had some success with The Project Win Game™ . First, we have received two US Patents for the game. Next, our game is in the market and we have found a number of uses for the game in our projects. Finally, we have introduced the game into a University with some interesting and unexpected (positive) results. However, we did not spend as much time promoting the game as we would have liked.

We also published a comic book with the avatars from the game.

Articles & Conferences

The topic of project success is one area where we continue to be obsessed. We were always wondering if agile projects deliver business benefits better than traditional waterfall projects. Since the answer to that questions is “it depends”, we investigated the topic to identify on what does it depend. In our paper, Real options analysis framework for agile projects, we defined a mathematical model and listed several items that are relevant in determining if a project (agile or traditional) will deliver the expected business benefits. This year, we presented the article at the FedCSIS conference where we also chaired a session. Next year, we will expand the article into a book chapter.

We wrote a chapter for the upcoming book International Program and Project Management – Best Practices in Selected Industries | SpringerLink. The Chapter creates a conceptual structure that combines aspects from the International Organization for Standardization (ISO) 21502:2020-12 Project Management standard and the artificial intelligence project lifecycle.

Artificial Intelligence (AI)

This year, the majority of our company’s efforts have been focused on consolidating our knowledge and experience in preparing a workshop program for project managers on managing AI projects. In the last few years, we have been sharing our experiences in articles, individual workshops, and conference presentations. In November of this year, we presented on the topic for the PMI Madrid chapter: How Artificial Intelligence (AI) Will Change How we Manage Projects. We provided some context to tie the topics of people working in projects to the AI topic. We gave a definition and examples of AI and we talked about the developments towards AI, the role of the project manager, as well as the process and human impact.

We plan to spend 2025 supporting organization in building knowledge around AI and Project Management.

You’ll be hearing more about this next year!