Harri Emari, PMP, CQM, CM-BIM

As AI continues to advance, we are discovering new and innovative ways to enhance our project control decision-making processes. The emergence of AI and Machine Learning has allowed us to explore how humans learn from trial and error by analyzing vast amounts of data. However, it's important to address concerns about the responsible use of AI. To ensure that AI decision-making remains within ethical and quality boundaries, mechanisms are being developed to apply codes of conduct and ethical considerations. To improve the People Domain interaction with Business and Project Processes, the Wellness Quality Management methodology has been developed to improve human and AI interactions for Quality Integration.

AI has undoubtedly revolutionized the way in which we process information, but there is still a lot of room for improvement. AI can connect the dots based on parameters and prompts given by humans, but it lacks the ability to question and explore possibilities. This is where human nature comes in - we have the ability to question authority and test different scenarios to find the best solution. To truly optimize AI, we need to focus on integrating human-centered design thinking. The EMARI System Thinking Approach is an excellent tool to help us engineer, manage, and reinvent integration for quality outcomes. This approach encourages us to think critically and creatively to establish a balanced and optimum solution.

As companies collect more and more data, it becomes increasingly difficult for humans to ensure its quality. Distractions and emotions limit our ability to continuously monitor and control large data sets. But what if there was a way to establish a "Single source of truth" for all your data? With AI-powered data quality control, you can ensure better integration and analysis of your data. QualityPMO methodologies help understand how professional managers interact with digital transformation, leading to improved project outputs and better business outcomes. Say goodbye to siloed departments and hello to LEAN data management.

All project deliveries will require contractual arrangements and incentives; the difference with an IPD project is the Risk-Sharing and reward-sharing mechanism that encourages a win-win strategy for all participants. The contract will win when the architect gains and the owner wins by sharing risks and rewards with the team. The same mindset needs to flow down the supply chain to all participating sub-tiers, sub-consultants, subcontractors, suppliers, service providers, and vendors.

The success of an IPD project relies on the project sponsor's wisdom to determine the key stakeholders who will engage the right subject matter experts in design charrettes as early as possible.