AI adoption has surged among project managers, according to new research. Professor Adam Boddison OBE, chief executive of the Association for Project Management (APM), discusses the findings and why AI is increasingly becoming a trusted tool to support project delivery
A recent survey carried out by APM among the project management community found that adoption of AI in construction projects has surged from 15% to 75% in just two years.
The research, conducted by Censuswide, also revealed that a quarter (25%) of project managers in construction say their organisation is planning to introduce AI into project
management functions.
In 2023, 63% of project managers in construction said their organisation wasn’t using AI and had no plans to introduce it. By 2025, not a single respondent reported that their organisation wasn’t using AI. This rapid shift highlights the speed at which the project profession is embracing digital tools.
The benefits of AI in project management
Our survey shows that AI is already proving valuable in a wide range of project functions. The most frequently cited benefits include:
- Improved decision-making.
- Stronger risk management.
- More effective project planning and reporting.
- Greater efficiency in analysing large data volumes.
- Better resource allocation.
- Enhanced stakeholder communications.
These advantages reflect how AI is increasingly becoming a trusted tool to support project delivery.
Growing optimism
Attitudes towards AI have shifted significantly in recent years. In 2023, only 6% of project managers said advancements in AI would have a “very positive” impact on their sector. By 2025, that figure had climbed to 62%.
APM’s latest research also found that 82% of project professionals in construction are using AI more frequently than they anticipated five years ago.
AI in practice
Case studies from APM corporate partners show how organisations are embedding AI into project delivery today. Gleeds, MIGSO-PCUBED and Network Rail are among those leading the way.
For example, international property and construction consultancy Gleeds has developed a range of digital solutions and intelligence products that leverage AI, machine learning and data analytics.
At Gleeds, the use of AI extends beyond a select group of digital experts; the digital team is embedding companywide adoption of predictive analytics, resource allocation tools and client value demonstrations — all of which have proved transformative.
“Currently having AI capabilities is a differentiator,” says James Garner, global head of data and AI at Gleeds, who oversees the digital team and chairs the Project Data Analytics Taskforce.
“But we’re entering an age when project managers will need to understand how to use AI tools, as much as Word or Excel, and we want to be ahead of the game.”
Upskilling for the future
Our research shows that while adoption is accelerating, challenges remain. Nearly half (49%) of project professionals working on construction projects reported that technical knowledge and training are barriers. Other concerns included security and data privacy (56%), integration with organisational workflows (41%) and inaccuracy or untrustworthiness in AI outputs (46%).
The purpose of technology is to elevate human capabilities. For AI and digital ways of working to deliver their full potential, organisations must invest in training and upskilling. Most professionals acknowledge AI’s ability to raise productivity but to unlock its benefits, the project profession needs to build additional skills.
Organisations have both an opportunity and a responsibility: to invest in training and support that enables project professionals to feel equipped, confident and empowered to use AI effectively, safely and ethically. The future of the profession will not be defined by AI alone but by how people use it to create real value.
Looking ahead
The pace at which AI is transforming project management is remarkable. In just two years, adoption in the construction sector has shifted dramatically, with the vast majority of professionals now working alongside AI tools to plan and deliver better outcomes. This is not about replacing project managers but enabling them — freeing up time, enhancing analysis and improving decision-making.
AI is not a universal remedy. It is a valuable tool that complements human expertise and boosts productivity. Recognising its strengths, limitations and potential risks is essential.
To support professionals on this journey, APM has produced a range of resources, including its latest report, Integration of AI with Agile Project Management in the Context of Sustainability, as well as case studies actively exploring AI in practice.
Together, these insights help project, programme and portfolio professionals understand the real-world impacts of AI and prepare for the next stage of adoption.
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