August PM Mixer: Better Skills for the Future Project Manager

PMLogic’s August Mixer invited four panellists to speak on the evolving skillsets required for future-focused project managers; Lisa Carlin (Strategy Execution Specialist), Leila M. Naeni (Senior Lecturer and Course Director at UTS), Sujuan Zhang (Lecturer of Project Organising, School of Project Management USYD), Michael Burden (Infrastructure Delivery Professional and Coach). 

As projects become more complex and technology continues to advance, project managers must evolve their skillsets to remain effective and influential. Building competence in AI and data-driven decision-making is no longer a future ambition but a present necessity. 

Core Capabilities for Effective Project Managers 

In an era defined by fast-evolving, complex, and large-scale projects, Michael highlighted three non-technical skills that are increasingly critical for project managers to remain effective: 

1. Consistency 

Consistency in leadership fosters trust and stability. Teams navigating ambiguity and change look to project managers for a steady hand. This doesn’t equate to rigidity; rather, it’s about being reliably present, predictable in approach, and fair in decision-making. A consistent leadership style helps teams feel anchored, even when project variables shift. 

2. Clarity 

In complex projects, clarity is a strategic asset. Project managers must be clear in their messaging, whether communicating goals, expectations, or decisions. Clarity reduces friction, aligns stakeholders, and empowers teams to act with confidence. It’s about translating complexity into actionable direction. 

3. Confidence 

Confidence is not about having all the answers but backing your decisions, owning your role, and navigating uncertainty with composure. Michael emphasised that confidence, when grounded in humility, becomes a powerful leadership tool. It enables project managers to lead decisively, even when outcomes are uncertain. 

Importantly, Consistency, Clarity, and Confidence are learned skills. They can be cultivated through practice, mentoring, and exposure to diverse perspectives. 

Strategic Project Leadership  

Lisa emphasised the need for a broader, integrated skillset when implementing strategy through projects. Her view highlighted three intersecting disciplines: 

1. Project Management – The foundation for planning, execution, and delivery. 

2. Business Strategy & Commercial Acumen – Understanding the broader context of the problem being solved to project outcomes with strategic goals. 

3. Change Management – Addressing the human side of transformation. Successful strategy implementation hinges on changing behaviours and work practices, not just delivering outputs. 

A key insight was the frequent underutilisation of change managers. Too often, they are brought in late or excluded from critical decision-making forums. To be effective, change managers must be embedded early, acting as the voice of the customer, staff, and stakeholders. 

Lisa described this as an integrated Venn diagram where project management, strategic thinking, and change leadership must overlap to drive meaningful outcomes. Without all three, strategic projects risk falling short of their intended impact. 

Building AI Competency

As artificial intelligence and data-driven tools reshape the project management landscape, building competency in these areas is no longer optional but essential. 

1. Start with Data Literacy and Awareness  

   
   

The foundation of AI competency is data literacy; understanding how data is collected, stored, interpreted, and used. Project managers must learn to accept and work with data, not just as a reporting tool, but as a strategic asset. This includes understanding data governance, ethical use, and the implications of AI-generated decisions. 

At the organisational level, this means sensing opportunities to leverage AI. At the individual level, it’s about seizing those opportunities such as integrating data and tools into daily activities and reconfiguring processes to become more efficient and effective. 

2. Upskill Through Targeted Learning 

Practical upskilling begins with curiosity and openness to change. PMs should actively seek out online courses, AI academies, and internal training programs that focus on: 

• Prompt engineering and interacting with AI tools  

• Understanding different types of AI (generative, autonomous agents, embedded AI) 

• Ethical and privacy considerations  

• Use cases relevant to their industry  

3. Embed AI Thoughtfully into Project Workflows  

AI can support project managers in tasks such as drafting reports, generating content, and analysing data. However, human oversight remains essential, especially for complex or strategic decisions. The principle is clear: never trust the first output—verify, refine, and ensure alignment with project goals. 

4. Build a Culture of Trust and Adaptability  

One of the biggest barriers to AI adoption is cultural. Many PMs are deeply embedded in traditional methodologies and may feel tension when faced with AI outputs. Building trust in these tools requires: 

• Incremental integration: Start small, verify often, and scale gradually.  

• Human-in-the-loop systems: Always maintain oversight, especially in early stages.  

• Team coaching and mentoring: Empower teams to adapt and innovate with AI. 

5. Using AI to Think Better, Not Less 

 AI is not just a tool—it’s a strategic enabler that can elevate how project managers think, lead, and deliver. But its true value lies in enhancing human thinking, not outsourcing it. Project managers must remain intellectually engaged, using AI to augment their decision-making, not replace it. This means continuing to learn, question, and lead with intent.  

Moreover, stakeholder engagement remains central to project success. AI can assist with data analysis and communication, but building trust, motivating people, and navigating change are inherently human tasks. PMs must continue to develop soft skills alongside technical ones to ensure AI integration supports team dynamics and strategic alignment. 

Ultimately, the strategic use of AI is about reconfiguring processes to be more efficient, while maintaining a human-centric approach. 

Final Thoughts

By combining human-centred leadership with digital fluency, project managers can position themselves to deliver greater impact, drive meaningful change and lead with confidence in an increasingly dynamic environment. 

Keep the momentum alive — join us at PM Social on September 7th, the evening before the AIPM National Conference. Free registration.

Register here

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