The Impact of Artificial Intelligence and Data Analytics on Project

Management
Contents
1. Title ............................................................................................................................... 3
2. Introduction................................................................................................................... 3
3. Background .................................................................................................................. 3
4. Significance of the study............................................................................................... 5
5. Research Problem ........................................................................................................ 5
6. Research questions ...................................................................................................... 6
7. Research objectives ..................................................................................................... 6
8. Theoretical Approach.................................................................................................... 6
9.Literature Review .......................................................................................................... 7
10. Conceptualisation and Operationalisation ................................................................ 10
11. Research Design and Approach ............................................................................... 12
12. Target Population...................................................................................................... 13
13. Sampling .................................................................................................................. 14
14. Data Collection method ............................................................................................ 14
15. Data Analysis Methods ............................................................................................. 16
16. Reliability and Validity / Trustworthiness ................................................................... 17
17. Anticipated/Proposed Contribution of the study ........................................................ 18
18. Ethical considerations............................................................................................... 19
19. Limitations ................................................................................................................ 20
20. References ............................................................................................................... 21
1. Title
The Impact of Artificial Intelligence and Data Analytics on Project Management
2. Introduction
The rapid advancement of Artificial Intelligence (AI) and Data Analytics is reshaping the field of
project management by introducing smarter, data-driven approaches to planning, execution, and
evaluation. In a fast-changing business environment, organizations are leveraging AI
technologies such as machine learning, natural language processing, and predictive analytics to
enhance project outcomes and decision-making processes (Marnewick & Marnewick, 2020).
These technologies enable project managers to forecast risks, allocate resources efficiently, and
automate routine tasks, thereby improving project efficiency and reducing human error (Pinto,
2021).

By giving project managers real-time insights into performance measures, schedules, budgets,
and stakeholder engagement, data analytics enhances artificial intelligence (Joslin & Müller,
2019). Managers can anticipate project delays, spot trends, and proactively take corrective action
with the help of sophisticated data analysis. In project environments, this combination of AI and
data analytics encourages evidence-based decision-making and propels ongoing development
(Kerzner, 2022).

Even though these technologies have many advantages, there are drawbacks to their use,
including the requirement for new managerial skills, significant implementation costs, and data
privacy issues (Mikalef, Krogstie, Pappas, and Pavlou, 2021). This study examines how data
analytics and artificial intelligence (AI) affect project management, emphasising how these
technologies boost productivity, facilitate better decision-making, and support overall company
success. By examining these aspects, the research aims to highlight best practices for integrating
AI and analytics into project management frameworks to ensure greater agility, innovation, and
performance.

3. Background
The necessity for creative management techniques has increased due to the complexity of
contemporary projects and the growing demands for effectiveness, quality, and speed. Manual
data gathering, subjective decision-making, and historical reporting are common components of
traditional project management techniques, which can lead to inefficiencies, delays, and cost
overruns (Kerzner, 2022). Businesses are under increasing pressure to complete projects on
schedule and under budget, and integrating data analytics and artificial intelligence (AI) has
become a game-changing way to tackle these issues.
Machine learning and natural language processing are two examples of artificial intelligence (AI)
techniques that can assist managers foresee issues before they happen, automate time-
consuming operations, and deliver predictive insights (Marnewick & Marnewick, 2020). Data
analytics also enables the analysis of large volumes of project-related data to identify trends and
support data-driven decision-making (Mikalef, Boura, Lekakos & Krogstie, 2021). Experts claim
that using these technologies can significantly improve project accuracy, forecasting, and
performance (Joslin & Müller, 2019).

Adoption of AI and data analytics is not without difficulties, though. Due to a lack of experience,
reluctance to adapt, and ethical concerns about data use, many organisations find it difficult to
integrate these tools into their current management systems (Pinto, 2021). Thus, this research
fits into the expanding requirement to comprehend how data analytics and artificial intelligence
(AI) might improve project outcomes while removing obstacles to successful implementation. The
study looks at how these technologies can change project management procedures and promote
long-term company performance.

Data analytics and artificial intelligence (AI) are revolutionising project management by changing
how projects are organised, carried out, and tracked. Project managers can anticipate possible
hazards, make data-driven decisions, and allocate resources as efficiently as possible thanks to
these tools. Managers may find performance trends, automate repetitive operations, and obtain
important insights into the status of projects with AI-powered solutions. Real-time visibility from
data analytics enables timely remedial measures to keep projects on track and within budget.
Notwithstanding these advantages, a lot of businesses continue to mostly rely on antiquated
project management techniques that rely on subjective judgement and manual data collecting
(Kerzner, 2022).

The issue stems from the discrepancy between data analytics and artificial intelligence's potential
and their limited practical implementation in many project scenarios. Lack of technical know-how,
problems integrating data, reluctance to technological change, and a lack of awareness of AI's
strategic significance are some of the difficulties that organisations encounter (Mikalef, Boura,
Lekakos & Krogstie, 2021). These restrictions make it more difficult to employ data-driven
technologies effectively, which could increase productivity, efficiency, and decision accuracy.

The adoption and application of AI and data analytics technology is the independent variable in
this study, and project management performance—as determined by project success, efficiency,
and risk mitigation—is the dependent variable. In a digital business context, this study aims to
explore how integrating AI and data analytics might help overcome these obstacles and open
doors for improved project delivery and organisational competitiveness.
4. Significance of the study
This study is significant because it sheds light on how data analytics and artificial intelligence (AI)
can improve project management procedures, giving stakeholders, organisations, and project
managers useful advice on how to increase productivity, accuracy, and decision-making. By
investigating the benefits, challenges, and implementation strategies of these technologies, the
study equips managers with evidence-based knowledge to optimize resource allocation, reduce
manual errors, and improve overall project outcomes.

By demonstrating how AI and data analytics may improve team performance, expedite workflows,
and facilitate prompt, data-driven decision-making, the findings will be advantageous to
organisations. Additionally, by filling a present research gap on the integration of AI and analytics
in project management, the work adds to the body of knowledge in academia. It offers a starting
point for more study, influencing training, policy, and strategic planning in the domains of
technology adoption and project management.

5. Research Problem
Data analytics and artificial intelligence (AI) are revolutionising project management by changing
how projects are organised, carried out, and tracked. Project managers can anticipate possible
hazards, make data-driven decisions, and allocate resources as efficiently as possible thanks to
these tools. Managers may find performance trends, automate repetitive operations, and obtain
important insights into the status of projects with AI-powered solutions. Real-time visibility from
data analytics enables timely remedial measures to keep projects on track and within budget.
Notwithstanding these advantages, a lot of businesses continue to mostly rely on antiquated
project management techniques that rely on subjective judgement and manual data collecting
(Kerzner, 2022).

The problem arises from the gap between the potential of AI and data analytics and their limited
practical adoption in many project environments. Organizations face challenges such as lack of
technical expertise, data integration issues, resistance to technological change, and insufficient
understanding of AI’s strategic value (Mikalef, Boura, Lekakos & Krogstie, 2021). These limitations
hinder the effective use of data-driven tools that could improve efficiency, productivity, and
decision accuracy.

The adoption and application of AI and data analytics technology is the independent variable in
this study, and project management performance as determined by project success, efficiency,
and risk reduction is the dependent variable. In a digital business context, this study aims to
explore how integrating AI and data analytics might help overcome these obstacles and open
doors for improved project delivery and organisational competitiveness.

6. Research questions

• How do Artificial Intelligence and Data Analytics improve project efficiency, productivity,
and data accuracy in project management?

• Which project management tasks and processes can be automated or optimized through
the use of Artificial Intelligence and Data Analytics?

• What recommendations can be made to overcome challenges and enhance the successful
integration of Artificial Intelligence and Data Analytics in project management?

7. Research objectives

• To evaluate how Artificial Intelligence and Data Analytics improve project efficiency,
productivity, and data accuracy in project management.

• To identify specific project management tasks and processes that can be automated or
optimized through the use of Artificial Intelligence and Data Analytics.

• To assess the benefits and challenges of implementing Artificial Intelligence and Data
Analytics and recommend strategies to enhance team performance and successful
integration.

8. Theoretical Approach
This study will adopt a quantitative research approach, which focuses on the collection and
analysis of numerical data to examine relationships, patterns, and trends (Bryman, 2021).
Quantitative research is particularly appropriate for this study because it allows for structured,
objective, and measurable assessment of how AI and data analytics influence project
management processes, such as project efficiency, error reduction, and task automation. By
quantifying the perceptions and experiences of project managers and stakeholders, the research
can identify statistically meaningful insights regarding the effectiveness and impact of AI
technologies in real-world project settings.

The quantitative approach aligns with the study’s positivist philosophy, as it assumes that project
outcomes and improvements due to AI can be objectively measured and generalized. This
approach facilitates hypothesis testing and ensures that data is collected systematically, reducing
the risk of subjective bias that may arise in qualitative approaches (Saunders, Lewis & Thornhill,
2020). Moreover, quantitative methods allow the researcher to compare responses across
participants, assess trends in AI adoption, and evaluate the correlation between AI-driven
interventions and project outcomes.

In the context of project management, AI and data analytics generate large volumes of data from
project monitoring tools, resource tracking systems, and performance dashboards. A quantitative
approach enables the researcher to analyse numerical indicators of performance, such as time
saved, error reduction, or task completion rates, providing concrete evidence of AI’s impact. This
method is also advantageous because it allows for structured measurement of subjective
perceptions (through Likert-scale surveys) while retaining the rigor of statistical analysis.

In summary, the quantitative research approach is the most suitable for this study because it
enables objective measurement, comparability, and systematic evaluation of the effects of AI and
data analytics on project management performance, providing robust findings that can inform
future implementation strategies (Collis, 2020).

9.Literature Review
Due to the rising complexity of projects and the requirement for data-driven decision-making, the
integration of artificial intelligence (AI) and data analytics into project management has gained
prominence. Project managers must manage massive amounts of data, precisely evaluate risks,
and make sure that resources are allocated as efficiently as possible in today's project
environments. By enabling predicting insights, automating repetitive tasks, and offering real-time
visibility into project performance, artificial intelligence (AI) and data analytics provide answers to
these problems (Sahadevan, 2023). Project managers can make more educated and proactive
decisions by using AI technologies to identify patterns in past project data that might point to
possible delays, cost overruns, or quality problems (Marnewick & Marnewick, 2020). This feature
improves project outputs' correctness and dependability in addition to efficiency.

Numerous studies demonstrate how AI and data analytics may increase efficiency. According to
Hossain et al. (2024), machine learning and predictive analytics greatly enhanced resource
allocation, cost control, and project scheduling in a variety of industries. Automating repetitive
processes, such reporting and progress tracking, lowers manual mistake rates and frees up
project teams to concentrate on strategic tasks that call for human judgement. Real-time data
analytics facilitates decision-making by giving managers rapid insights on project performance,
allowing them to make proactive adjustments to plans and resources, according to Mas,
Mesquida, and Colomo-Palacio (2020). Additionally, these tools facilitate scenario analysis, which
enables managers to foresee possible risks and assess the effects of various choices prior to
implementation.
Another area where AI and data analytics show great promise is risk management. Managers
can put mitigation plans into action ahead of time by using AI systems to forecast risks and their
likely impact based on historical project data (Aladağ, Güven & Balli, 2024). Predictive models
have been demonstrated to enhance cost, time, and safety projections in industries including
software development and construction, lowering uncertainty and raising the possibility of project
success (Springer, 2024). By reducing the frequency of reactive decision-making, which
frequently results in project delays or resource misallocation, this predictive capacity enables
businesses to function more effectively.

Notwithstanding these benefits, the quality of the underlying data and human-technology
cooperation are critical to the successful application of AI and data analytics. Marnewick &
Marnewick (2020) contend that although AI is capable of processing large volumes of data and
providing recommendations, it cannot take the place of human judgement, especially when it
comes to complicated decision-making and stakeholder management. This viewpoint is
supported by Sahadevan (2023), who points out that AI technologies operate best when
incorporated into current workflows and enhanced by human knowledge. Adoption is
nevertheless frequently hampered by problems with data quality, inadequate technology
infrastructure, and change aversion (Buildings, 2025). To achieve significant gains in project
management outcomes, organisations must also take into account the social and technical
aspects of AI integration, such as team skills, communication procedures, and organisational
culture.

A number of obstacles to the deployment of analytics and AI have also been brought to light by
research. Significant barriers include implementation costs, a lack of technological know-how,
and ethical issues over the usage of AI (Business Perspectives, 2025). Additionally, companies
frequently have trouble incorporating AI tools into their current project management procedures,
especially when data governance frameworks are ineffective or inconsistent. These difficulties
emphasise how crucial it is to take a strategic strategy that takes into account both technological
and human aspects in order to guarantee the successful deployment of AI (Springer, 2024). Few
studies have looked at how AI affects team dynamics, skill development, and collaboration,
despite the fact that previous research has focused on efficiency, risk management, and
automation (Sahadevan, 2023). This leaves a gap that has to be filled.

Current research's theoretical underpinnings aid in our comprehension of these occurrences. The
Diffusion of Innovations Theory sheds light on how perceived benefits, complexity, and
compatibility affect organisations' adoption of AI (Sahadevan, 2023). According to Socio-
Technical Systems Theory, which highlights the relationship between humans and technology, the
technical prowess of AI tools as well as the abilities and cooperation of project teams are critical
to the success of AI integration (Marnewick & Marnewick, 2020). Another viewpoint is provided
by the Resource-Based View (RBV), which holds that businesses can obtain a competitive edge
through improved decision-making, efficiency, and risk management by successfully utilising AI
and data analytics as strategic resources (Mas, Mesquida & Colomo-Palacio, 2020). These
frameworks offer a prism through which to examine the advantages and disadvantages of
implementing AI in project management.

There are still large gaps in the literature, despite its growth. Few empirical studies examine how
AI affects project team dynamics, skill development, or collaboration, which are critical factors in
successful project delivery (Sahadevan, 2023). Although automation and predictive analytics
have been extensively researched, little is known about how AI may specifically lower manual
errors and increase data accuracy (Hossain et al., 2024). Furthermore, there are few longitudinal
studies that monitor the effects of AI adoption during the course of a project, which raises concerns
regarding long-term advantages and possible difficulties (Springer, 2024). Last but not least, there
are still few workable frameworks for integrating AI that take into account both technological and
human aspects, particularly in developing nations or settings with limited resources (Business
Perspectives, 2025).

This study aims to address these gaps by exploring the effects of AI and data analytics on project
team dynamics, task automation, error reduction, and overall project efficiency. By focusing on
practical implementation strategies, the research will provide actionable recommendations for
integrating AI into project management practices, thereby enhancing efficiency, reducing risks,
and improving project outcomes. In doing so, the study will contribute to both academic
understanding and practical applications, offering insights into how AI and data analytics can
transform project management in real-world organisational contexts.

In conclusion, existing literature demonstrates that AI and data analytics have substantial potential
to improve project management through enhanced efficiency, risk prediction, automation, and
data-driven decision-making. However, successful adoption is contingent on human-technology
collaboration, organisational readiness, and high-quality data. Theoretical frameworks such as
Diffusion of Innovations, Socio-Technical Systems Theory, and the Resource-Based View provide
valuable perspectives for understanding these dynamics. By investigating gaps in team dynamics,
task optimisation, and error reduction, this study seeks to contribute to knowledge and provide
practical guidance for organisations seeking to harness AI and analytics in project management.
10. Conceptualisation and Operationalisation
Conceptualisation and operationalisation are crucial components of the research process, as they
define and measure the key variables being studied. Conceptualisation refers to clarifying the
meaning of key concepts within a particular research context, while operationalisation involves
translating those abstract ideas into measurable elements. For this study, conceptualisation
focuses on identifying how Artificial Intelligence (AI) and Data Analytics influence project
management processes, while operationalisation provides measurable indicators to quantify
these relationships. The study adopts a quantitative research approach, ensuring that each
concept is clearly defined and capable of being statistically analysed to establish correlations and
draw valid conclusions.

Artificial Intelligence (AI) is conceptually defined as the simulation of human intelligence processes
by machines that can learn, reason, and make decisions (Dwivedi, Hughes and Kar, 2021). In the
context of project management, AI refers to the use of intelligent tools that automate routine tasks,
enhance forecasting accuracy, and support decision-making. Operationally, AI will be measured
through the presence and frequency of AI-based tools used in project management activities,
such as predictive analytics, automated scheduling, and machine learning applications.
Respondents will evaluate these factors using a structured questionnaire on a five-point Likert
scale ranging from strongly disagree to strongly agree.

Data Analytics is conceptually understood as the systematic examination of data to extract

patterns and insights that guide decision-making and improve performance (Mikalef, Krogstie,
Pappas and Pavlou, 2021). Within project management, data analytics facilitates real-time
performance tracking, predictive risk assessment, and strategic planning. Operationally, this
variable will be measured by assessing the use of analytical tools such as dashboards, data
visualisation systems, and performance monitoring software. Respondents will indicate how
frequently these tools are applied and how significantly they influence decision-making in their
projects.

Project Efficiency refers to the ability to complete projects on time, within budget, and with optimal
resource utilisation (Marnewick, 2022). Conceptually, it focuses on productivity and the reduction
of waste in project execution. Operationally, project efficiency will be measured through indicators
such as adherence to deadlines, budget compliance, and effective resource management. These
factors will be captured quantitatively through Likert-scale responses to assess the degree to
which AI and analytics improve efficiency.
Decision-Making Quality is defined as the effectiveness and accuracy of project-related choices
supported by reliable data and timely insights (Hosseini and Chileshe, 2022). In AI-enabled
environments, decision-making improves through access to predictive information and data-
driven feedback. Operationalisation of this concept will include survey questions assessing how
AI and analytics tools influence the timeliness, accuracy, and confidence of project managers’
decisions. Responses will help determine whether the integration of AI and data analytics
enhances the overall quality of project decisions.

Project Success encompasses the achievement of project objectives in terms of time, cost, scope,
and quality, along with stakeholder satisfaction and strategic business outcomes (Müller, Drouin
and Sankaran, 2019). Operationally, project success will be measured by participants’ perceptions
of goal attainment, client satisfaction, and overall project performance. These responses will help
determine whether projects supported by AI and data analytics demonstrate superior outcomes
compared to traditional methods.

The relationship between these concepts can be represented through a conceptual framework
where AI and Data Analytics act as independent variables that influence Project Efficiency,
Decision-Making Quality, and Project Success, which serve as dependent variables. It is
hypothesised that greater adoption of AI and analytics tools enhances efficiency, improves data-
driven decision-making, and contributes to better project outcomes. The study’s quantitative
design allows for these relationships to be tested using statistical analysis, ensuring empirical
validation of the proposed framework.

To operationalise these variables, a structured questionnaire will be developed containing closed-

ended and Likert-scale questions. This instrument is appropriate for quantitative analysis because
it produces standardised data that can be coded and processed using statistical software such as
SPSS or Microsoft Excel. Reliability will be tested using Cronbach’s Alpha, while construct validity
will be assessed through factor analysis. These techniques ensure that the data collected
accurately represent the concepts being measured and that findings are statistically reliable.

In summary, conceptualising and operationalising key variables such as Artificial Intelligence, Data
Analytics, Project Efficiency, Decision-Making, and Project Success provide a strong foundation
for this study. This process ensures that abstract ideas are transformed into measurable elements,
enabling the research to produce valid and generalisable results. By linking theory with
measurable indicators, the study enhances the credibility of its findings and contributes to the
growing body of knowledge on how AI and data analytics are reshaping modern project
management practices.
11. Research Design and Approach
Research design refers to the overall plan and structure that guides how the study will be
conducted, specifying the methods for collecting, analysing, and interpreting data (Saunders,
Lewis & Thornhill, 2020). It provides a blueprint for achieving the research objectives and
ensures that the research problem is addressed systematically and coherently. For this study, a
descriptive research design will be employed. Descriptive research designs are appropriate for
studies that aim to describe phenomena, establish relationships between variables, and provide
an accurate representation of existing conditions (Collis, 2020).

The choice of a descriptive design aligns with the study’s aim of examining how AI and data
analytics impact project management. This design allows the researcher to explore relationships
between independent variables, such as AI implementation, automation of tasks, and predictive
analytics, and dependent variables, including project efficiency, accuracy, and decision-making
quality. By using this design, the study can systematically measure, quantify, and describe the
current state of AI adoption in project management, providing insights into trends, patterns, and
potential areas of improvement.

Additionally, the descriptive design supports structured data collection from a targeted sample
of 8-10 experienced project managers and stakeholders. The design allows for the use of
standardized questionnaires, which facilitate comparison across respondents, identification of
patterns, and statistical analysis. It also ensures that findings are objective, reliable, and
replicable, which is critical for a study based on a positivist philosophy and quantitative approach.

Moreover, the descriptive research design allows for the investigation of both benefits and
challenges associated with AI and data analytics in project management. For example, the study
can examine whether AI improves resource allocation, reduces errors, and enhances decision-
making while also identifying potential obstacles such as resistance to change or skill gaps
among team members. By providing a detailed and systematic description of these phenomena,
the research design enables the formulation of practical recommendations to improve project
management practices.

In conclusion, adopting a descriptive research design ensures that the study is structured,
systematic, and focused, providing a solid framework for analysing the impact of AI and data
analytics on project management while directly supporting the research objectives.

Research Approach
This study will adopt a quantitative research approach, which focuses on the collection and
analysis of numerical data to examine relationships, patterns, and trends (Bryman, 2021).
Quantitative research is particularly appropriate for this study because it allows for structured,
 objective, and measurable assessment of how AI and data analytics influence project
management processes, such as project efficiency, error reduction, and task automation. By
quantifying the perceptions and experiences of project managers and stakeholders, the research
can identify statistically meaningful insights regarding the effectiveness and impact of AI
technologies in real-world project settings.

The quantitative approach aligns with the study’s positivist philosophy, as it assumes that project
outcomes and improvements due to AI can be objectively measured and generalized. This
approach facilitates hypothesis testing and ensures that data is collected systematically,
reducing the risk of subjective bias that may arise in qualitative approaches (Saunders, Lewis &
Thornhill, 2020). Moreover, quantitative methods allow the researcher to compare responses
across participants, assess trends in AI adoption, and evaluate the correlation between AI-driven
interventions and project outcomes.

In the context of project management, AI and data analytics generate large volumes of data from
project monitoring tools, resource tracking systems, and performance dashboards. A quantitative
approach enables the researcher to analyse numerical indicators of performance, such as time
saved, error reduction, or task completion rates, providing concrete evidence of AI’s impact. This
method is also advantageous because it allows for structured measurement of subjective
perceptions (through Likert-scale surveys) while retaining the rigor of statistical analysis.

In summary, the quantitative research approach is the most suitable for this study because it
enables objective measurement, comparability, and systematic evaluation of the effects of AI
and data analytics on project management performance, providing robust findings that can
inform future implementation strategies (Collis, 2020).

12. Target Population

The target population for this study comprises project managers and key stakeholders within
organizations that implement or are in the process of implementing artificial intelligence (AI) and
data analytics in project management. These individuals were selected because they possess
the knowledge, experience, and practical exposure necessary to provide reliable insights into
the integration of AI and data analytics in project workflows. Project managers are responsible
for planning, executing, and monitoring projects, while stakeholders influence decision-making,
resource allocation, and overall project success. By focusing on these groups, the study ensures
that participants can provide informed perspectives on both the opportunities and challenges of
AI adoption in project management processes (Bryman, 2021).
13. Sampling
Due to resource and time constraints, a sample of 8–10 participants will be selected using a
purposive sampling strategy, a type of non-probability sampling. Purposive sampling allows the
researcher to deliberately choose participants who have relevant experience and knowledge
regarding the research topic, ensuring that the data collected is rich, relevant, and insightful
(Saunders, Lewis & Thornhill, 2020). This approach is particularly suitable for qualitative
components such as interviews, as it prioritizes quality of information over quantity. Each
participant will be selected based on their professional role, experience in managing projects,
and familiarity with AI and data analytics tools.

In this study, the sampling process will involve identifying potential participants through
organizational directories, professional networks, and recommendations. Once identified,
participants will be contacted via email or telephone to confirm their willingness and availability
for the interview sessions. The purposive sampling strategy also ensures that all selected
participants share a common level of expertise, which is critical for obtaining comparable data
and minimizing variability due to differences in knowledge or experience.

Although the sample size is relatively small, it is justified because the study’s aim is to gain in-
depth, qualitative insights rather than to generalize findings to a larger population. Each
participant will provide detailed reflections and experiences, which will be analysed
systematically to identify patterns, themes, and relationships regarding the impact of AI and data
analytics on project management efficiency, decision-making, and overall project outcomes.

In summary, the chosen target population and purposive sampling method ensure that the
research captures high-quality, relevant data from individuals who are directly involved in or
knowledgeable about AI and data analytics in project management, supporting the study’s
research objectives and providing practical insights for both academic and professional
applications.

14. Data Collection method

The study will adopt a quantitative data collection approach aimed at obtaining objective and
measurable data from project management professionals on the impact of Artificial Intelligence
(AI) and data analytics in improving project performance. Data will be collected primarily through
a structured questionnaire, which is considered one of the most effective tools for collecting
standardised quantitative data. This method ensures consistency, reliability, and comparability
across all respondents, allowing for meaningful statistical analysis and generalisation of results.

The questionnaire will be carefully designed based on insights from previous studies on AI, data
analytics, and project management. It will include closed-ended questions measured on a five-
point Likert scale ranging from “Strongly Disagree” to “Strongly Agree.” This scale will help
quantify respondents’ perceptions and experiences related to the adoption of AI and data
analytics in project management. The questionnaire will be divided into sections covering key
variables: demographic information, AI implementation levels, data analytics usage, project
efficiency, decision-making quality, and overall project outcomes. Each section will include items
designed to capture specific, measurable aspects of the research objectives.

Data will be collected from a target population consisting of project managers, team leaders, and
key stakeholders involved in project management activities within organisations. These
participants are best positioned to provide first-hand insights on how AI and data analytics are
influencing their project management practices. A sample size of 8–10 respondents will be
selected using a purposive sampling technique , focusing on individuals with experience in
project management and exposure to AI or analytics tools. While the sample is small, it will be
composed of participants with diverse backgrounds to ensure a variety of perspectives within
the available constraints.

The data collection process will take place over a period of two to three weeks. The questionnaire
will be distributed electronically through Google Forms or Microsoft Forms, ensuring accessibility
and convenience for participants regardless of location. Electronic distribution is preferred as it
is cost-effective, time-efficient, and allows for automatic data capture, reducing the risk of manual
entry errors. Participants will receive an introductory email explaining the purpose of the
research, assuring confidentiality, and requesting informed consent before participation.

To ensure the validity and reliability of the instrument, a pilot test will be conducted prior to the
main data collection phase. The pilot will involve two to three project managers who will review
the questionnaire for clarity, relevance, and ease of understanding. Feedback from the pilot
study will be used to refine question wording and structure, ensuring that the instrument
accurately measures the intended constructs.

All collected data will be securely stored and treated as confidential. Respondents will remain
anonymous to encourage honest and unbiased responses. Once data collection is complete,
responses will be exported into statistical software such as SPSS or Microsoft Excel for cleaning,
coding, and analysis. Quantitative analysis will then be used to identify relationships between
the independent variables (AI and data analytics) and dependent variables (project efficiency,
decision-making, and success rates).

In summary, this structured and ethical data collection process will ensure that accurate, reliable,
and valid data are obtained. The use of a standardised questionnaire enables objective
 measurement of variables, while electronic distribution ensures efficiency and broader reach. By
collecting data from knowledgeable project professionals, this study will generate credible
insights into how AI and data analytics can be leveraged to improve project management
effectiveness.

15. Data Analysis Methods

The data gathered for this study will be examined quantitatively to find patterns, correlations,
and the impact of Artificial Intelligence (AI) and Data Analytics on project management results.
The study will start with data cleaning and preparation, which includes screening for incomplete
responses, missing values, and outliers to verify the dataset's correctness and dependability.
Missing replies will be resolved using suitable procedures, such as mean substitution or, if
necessary, partial entry removal. After cleaning, the data will be numerically coded and loaded
into statistical software like SPSS or Microsoft Excel for further analysis.

The first step of the research will focus on descriptive statistics, which will provide an overview
of respondents' demographics as well as general trends of AI and data analytics use in project
management. Responses will be summarised using measures such as mean, median, mode,
standard deviation, and frequency distributions. Descriptive analysis can assist detect overall
trends, such as the most widely used AI technologies, perceived benefits, and the level of data-
driven decision-making in projects.

The study will then use inferential statistical techniques to investigate the correlations between
variables and answer the research objectives. Correlation analysis will be used to identify the
degree and direction of the correlations between independent factors (AI adoption and data
analytics usage) and dependent variables (project efficiency, decision-making quality, and
project success). Additionally, regression analysis will be used to determine how accurately AI
and data analytics predict improvements in project management performance. This analysis will
help determine whether higher levels of AI and data analytics adoption correlate with better
project outcomes.

If the dataset is small or the parametric testing assumptions are not met, non-parametric tests
such as the Spearman's Rank Correlation Coefficient will be performed to establish data validity.
This alternative strategy is appropriate for small sample sizes and ordinal data collected from
Likert-scale replies. We will test for statistical significance at the 0.05 level (p < 0.05) and assess
the strength of associations using effect size indicators.

Cronbach's Alpha will also be determined to verify the internal consistency of the questionnaire
items, ensuring the measurement instruments' reliability and validity. A coefficient of 0.70 or
higher will be deemed acceptable. Where applicable, factor analysis will be utilised to establish
 that the elements are logically related to the same constructs, such as AI adoption or project
success.

Finally, the findings will be presented visually using tables, graphs, and charts, highlighting the
patterns and links discovered during the study. The findings will be analysed and linked back to
the research objectives and questions, resulting in a clear understanding of how AI and data
analytics affect project management outcomes. The findings will also be addressed in light of
past research, highlighting similarities, contrasts, and new ideas.

16. Reliability and Validity / Trustworthiness

Reliability and validity are critical aspects of any research study, ensuring that the findings are
accurate, consistent, and trustworthy. In qualitative research, these concepts are often referred
to collectively as trustworthiness, which encompasses credibility, transferability, dependability,
and confirmability (Lincoln & Guba, 2021). Ensuring trustworthiness in this study is essential
given that the research relies on interviews with 8–10 project managers and stakeholders to
explore the impact of AI and data analytics on project management.

Reliability, or dependability, refers to the consistency and stability of the research process over
time. To enhance reliability, the study will use a semi-structured interview guide, which ensures
that all participants are asked similar core questions while still allowing flexibility for probing
deeper insights. The interviews will be audio-recorded and transcribed verbatim, which reduces
the risk of data loss or misinterpretation. Additionally, the research process, including data
collection and analysis steps, will be documented thoroughly, providing a clear audit trail for
review and replication.

Validity, or credibility, ensures that the study accurately reflects the phenomena under
investigation. Credibility will be strengthened by triangulating sources through cross-verification
of participants’ responses and reviewing existing literature on AI and data analytics in project
management (Saunders, Lewis & Thornhill, 2020). Member checking will also be employed,
whereby participants will be asked to review and confirm the accuracy of their interview
responses, minimizing researcher bias and misinterpretation.

Transferability will be addressed by providing detailed descriptions of the research context, the
target population, and the sampling strategy, allowing other researchers or practitioners to
assess whether the findings are applicable to similar project management settings.
Confirmability will be ensured through reflexive journaling and maintaining an audit trail,
documenting how decisions were made throughout the research process and how conclusions
were derived from the data.
 By emphasizing reliability and validity/trustworthiness, the study aims to produce findings that
are credible, consistent, and actionable, providing valuable insights into how AI and data
analytics can improve project efficiency, optimize resources, and enhance decision-making in
project management.

17. Anticipated/Proposed Contribution of the study

This work is expected to contribute both theoretically and practically to the subject of project
management. From a theoretical standpoint, the study will improve knowledge of how Artificial
Intelligence (AI) and data analytics affect important project management outcomes such as
project efficiency, decision-making quality, and project success. By operationalising and
empirically verifying these links, the study will contribute to the expanding body of research on
digital transformation in project management, providing evidence-based insights into how
technological tools can be effectively integrated into project processes. Furthermore, the study's
conceptual framework will serve as a platform for future research into the mechanisms by which
AI and data analytics contribute to project performance, especially in South Africa, where there
are few empirical investigations.

Practically, the findings of this study will provide significant recommendations to project
managers, organisations, and stakeholders on how to use AI and data analytics to better project
planning, execution, and monitoring. By identifying particular areas where AI and data analytics
may improve efficiency and decision-making, the study will guide strategic investments in
technology adoption and worker upskilling. Organisations will learn how to focus resources,
decrease manual errors, and optimise project outputs, resulting in increased productivity and
competitiveness.

Furthermore, the study will highlight potential barriers to AI and data analytics deployment, such
as data privacy concerns, high adoption costs, and the need for new managerial skills. By giving
a balanced assessment of both benefits and constraints, the study will help practitioners and
policymakers develop strategies that maximise the benefits of AI and analytics while avoiding
associated dangers.

Finally, this research is expected to influence policy and practice by providing evidence-based
recommendations for incorporating AI and data analytics into project management frameworks.
These contributions will help to educate decision-making, encourage innovation in project
management methods, and improve organisational performance in an increasingly digitalised
corporate context. Overall, the study seeks to close the gap between technology adoption and
practical project management outcomes, offering useful insights to both academia and business.
18. Ethical considerations
Research ethics are a fundamental aspect of any study, ensuring that the rights, dignity, and
welfare of participants are protected throughout the research process. In this study, which
involves interviews with 8–10 project managers and stakeholders, several ethical considerations
will guide the collection, storage, and reporting of data. Ethical compliance ensures that the
research is conducted responsibly and enhances the credibility and trustworthiness of the
findings (Saunders, Lewis & Thornhill, 2020).

First, informed consent will be obtained from all participants prior to the interviews. Each
participant will receive a detailed explanation of the study’s purpose, objectives, and procedures,
including the expected duration of their participation and the types of questions to be asked.
They will also be informed that participation is entirely voluntary, and they have the right to
withdraw from the study at any stage without any negative consequences. Participants will be
asked to sign a consent form, acknowledging that they understand the nature of the research
and agree to participate.

Second, confidentiality and anonymity will be strictly maintained. Personal identifiers such as
names, contact details, and organizational affiliations will be replaced with codes in transcripts
and reports to protect participants’ privacy. Data will be securely stored in password-protected
digital files, accessible only to the researcher and supervisors involved in the study. Any direct
quotes used in the report will be anonymized to prevent identification of individuals.

Third, the study will address data protection and security in line with relevant guidelines. Audio
recordings, transcripts, and notes will be securely stored for a defined period and will be
destroyed after the study is completed to ensure compliance with ethical standards. The
researcher will also ensure that the data collected is used solely for academic purposes and not
shared with third parties without explicit consent.

Additionally, the study will adhere to the principle of non-maleficence, ensuring that participation
does not harm the participants psychologically, socially, or professionally. Questions will be
designed to avoid sensitive or intrusive topics, and the researcher will maintain a neutral and
respectful tone throughout the interviews.

Finally, the researcher will seek ethical approval from the university before commencing the
study. This ensures that all procedures are in line with institutional and international ethical
guidelines, such as those outlined by the British Psychological Society (BPS) and the American
Psychological Association (APA). Ethical adherence will enhance the credibility, reliability, and
acceptability of the study’s findings within both academic and professional contexts.
19. Limitations
While this study seeks to provide useful insights into the impact of Artificial Intelligence (AI) and
Data Analytics on project management, many limitations must be addressed. First, the small
sample size of 8-10 people may restrict the generalisability of the results. Although purposive
sampling guarantees that respondents are competent and experienced in project management,
the small number of participants limits the capacity to generalise results to all project managers
or organisations, especially those in various industries or geographic regions.

Second, the study is based on self-reported data gathered via structured questionnaires, which
may be vulnerable to response bias. Participants may give socially desired replies or overstate
the impact of AI and data analytics in their projects. Although anonymity and secrecy will be
highlighted to prevent bias, the subjective character of survey replies may still have an impact on
the findings' accuracy.

Third, the study relies on cross-sectional data, which collects information at a specific point in
time. This strategy does not take into consideration changes in AI and data analytics adoption
over time, as well as long-term effects on project management outcomes. As a result, causal
linkages cannot be definitively proven, and the findings should be considered indicative rather
than conclusive.

Furthermore, the study is constrained by its emphasis on AI and data analytics adoption in certain
organisational situations. Differences in organisational culture, technology infrastructure, and
project kinds may influence how AI and analytics impact project outcomes. The study may not
have properly captured these contextual elements, which could have an impact on the efficiency
of AI-powered solutions in various situations.

Finally, while the study will yield useful exploratory findings, it is limited by time and resources.
The data collection time is limited, and access to a bigger and more diverse sample may not be
possible within the scope of this study. These limitations emphasise the importance of cautious
interpretation of results and present opportunity for future research to increase the sample size,
investigate longitudinal effects, and investigate additional contextual variables.

Despite these limitations, the study will make significant contributions by giving preliminary
evidence on the benefits and constraints of AI and data analytics in project management, thereby
influencing both academic understanding and practical application.
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