At the Project Management South Asia Conference 2024, All Things Talent had the opportunity to engage with Amit Goyal, Regional Managing Director, South Asia, Project Management Institute (PMI). In this insightful conversation, Amit delved into the evolving role of project management in India, emphasising the integration of AI and its potential to complement human expertise. He also highlighted the importance of continuous learning beyond degree-based education, stressing that the true mastery of project management comes from ongoing skill development. From balancing technical and soft skills to maintaining work-life harmony, Amit provided a well-rounded perspective on the future of project management in an AI-driven world.
Can you provide a brief overview of PMI and its mission in the project management landscape?
PMI was founded in 1969, so we’re now a 56-year-old organisation. We are the most pioneering body when it comes to project management. At the beginning of 2024, we redefined our strategy under the initiative called PMI Next, with a clear vision to maximise project success and elevate the way we work.
When people think about project management, two things usually come to mind: large infrastructure projects and typical IT software development. However, projects can be much simpler or far more complex. For example, even running this (Project Management South Asia Conference 2024) event or (our) formal conversation today involves various components, making it a project. Our mission is to ensure that, whatever your definition of project success may be, we align with that purpose and guide it to the right success.
What is the purpose of this conference? What kind of audience are you willing to engage and how does that help PMI?
This is the 16th annual Project Management South Asia Conference. PMI has been operating in India for nearly two decades, and this conference unites all the chapters from our South Asia community. The purpose is to discuss projects, define what they mean in different contexts, and explore current trends, technologies, and the evolving business landscape.
We invite a stellar line-up of inspirational speakers who are leading significant projects across industries, as project management is industry-agnostic. It spans academia, banking, finance, hospitality, healthcare, construction, and infrastructure. The event includes multiple panel discussions and participation from many academicians.
This year, we have made the format more inclusive, bringing all 11 chapters together, with each suggesting their key speakers. The audience comprises both current and aspiring project professionals, with over 700 participants here today. Our focus, through PMI Next, is to cater to this group—those who are shaping or looking to shape the future of project management.
What initiatives does PMI have in place to support recent graduates and entry-level project managers in gaining real-world experience?
This is a topic particularly close to my heart, as I have spent much of my career working on upskilling in the technology sector. India is currently facing a major challenge in reducing unemployment among graduates. On one hand, large corporations report millions of vacant jobs due to a lack of suitable talent. Yet, a research by Aspiring Minds shows that over 80% of engineering graduates in India are considered unemployable. Clearly, there is a significant skills gap.
At PMI, we are focused on bridging this gap. We offer gold-standard certifications that foster growth, such as the Project Management Professional (PMP) certification, which requires 3-5 years of project management experience. However, for recent graduates and those starting their careers, we provide the Certified Associate in Project Management (CAPM) certifications as a pathway to becoming a project manager.
We are actively integrating CAPM into university curricula. For instance, we will hear Ajit Chauhan, the Chairman of Amity Online University, later in the day as a panellist. We are also in discussions with other academicians to embed PMI certifications in academic programmes. We are also collaborating with accreditation bodies to provide university credits for these certifications. Just yesterday, we signed an MoU with the National Skill Development Council to introduce CAPM as part of the National Skill Development Qualification Framework.
We are addressing this in three ways:
- Securing government recognition,
- Offering university credits,
- Providing professional recognition.
Once a student earns a certification, their journey begins. They can join PMI’s community, which includes 11 chapters across South Asia, nine of which are in India. Within these chapters, fresh graduates have access to senior professionals who can offer guidance and support as they grow both professionally and personally.
What specific sectors does PMI provide certifications for, and how do these certifications cater to the unique needs of those industries?
Project management, as I mentioned, is industry and sector-agnostic. While our current consumer base primarily comes from the IT and ITeS sectors, we have noticed significant infrastructure growth over the last 10 to 20 years, driven by technological advancements. This has transformed India dramatically, especially in cities like Delhi and the surrounding Cyber Hub area in Gurugram. Recognising this shift, we have expanded beyond the standard PMP certification. We now offer certifications like Discipline Agile, which cuts across all sectors, and CAPM, irrespective of industries. In terms of sector-specific qualifications, we have introduced a project management certification tailored to the construction and infrastructure industry.
Our panels comprise several industry experts who helped create this certification, and we have been engaging with companies like KPMG and Engineers India Limited (EIL) to incorporate these certifications into their frameworks. This allows professionals in those industries to benefit from sector-specific training while adopting global project management standards.
In an age where micro-learning and short-term certifications are becoming popular, how do you see the balance between these formats and traditional education (like degrees) when it comes to building competencies in project management?
That’s actually a thought-provoking question and one I have been hearing for the past seven to eight years. I used to head the India arm of an EdTech company connected with MIT and Harvard, where we offered short courses of about 30 to 40 hours of learning. We often received feedback asking why we didn’t adopt microlearning, breaking those modules into smaller components.
What we have realised is that we’re in an era where people’s patience is diminishing. Just as the test cricket format has evolved from 5-day Test matches into T20s, education is experiencing a similar paradigm shift. Universities are now questioning whether the traditional four-year degree will remain relevant. For instance, when you enrol in a university today, the prospectus outlines everything you’ll be learning over the next four years. But by the time you graduate, much of that technology or knowledge may have become obsolete.
This is where microlearning, online learning, and on-demand education come into play. When designing our certifications and curricula, we incorporate active learning pedagogy. Instead of overwhelming students with 30-40 hour-long lectures, we break the content into smaller components, test their knowledge, and encourage group interaction. This approach blends both micro and macro learning, keeping learners motivated and engaged while ensuring they stay up-to-date with industry demands.
With the rapid integration of AI tools in project management, how can we ensure that upskilling and L&D initiatives stay ahead of the curve, preparing project managers not just to use AI but to lead AI-driven projects?
A recent report by the World Economic Forum states that by 2027, 75% of corporations worldwide will have incorporated AI to some capacity. Whether utilising it at 50%, 20%, or 30%. the question is not whether organisations will embrace this change, but whether they will invest in skilling, learning, and development for their people. It is inevitable. For organisations, it is imperative to prepare their workforce for tomorrow. The cost of hiring new talent is 3x more than upskilling an existing employee in new technologies.
Over the past decade, I have worked closely with almost every major industry in India, and the top five companies have been heavily investing in learning and development for their employees. Upskilling has reached newer heights and is very people-centric. Organisations are now creating a learning competency map for each individual, whether they have two to three years of experience, are mid-managers, or senior leaders. These learning needs are aligned with the organisation’s overall goals, often through a unified learning management system. Learning objectives are now part of annual appraisals, linking performance to continuous learning and development.
I will also touch on how we are integrating AI into this. PMI is a pioneer in integrating AI into project management. Beyond our PMP certifications, we have launched three AI courses freely available to all PMI members worldwide. These courses explain why AI is necessary, not just a buzzword, and then teach them how to use it. We have linked it to the PMI Talent Triangle.
Members also gain access to our AI assistant for project managers – PMI InfinityTM. . This platform includes an AI chatbot with a knowledge base of 15,000+ components built from community and domain expert content. Project managers can input queries related to a project, such as software development, and receive consolidated responses using machine learning algorithms. PMI Infinity gives project managers the ability to create risk management plans, stakeholder communication plans, and project charter documents with the new generator tools and other templates. This makes project managers more efficient, and many are utilising it on a daily basis.
Many professionals expressed concern that AI could replace project management roles or reduce the need for human oversight. How do you foresee AI transforming the project management field—enhancing human potential versus automating key tasks? What balance should we strive for?
It is interesting that every time a new technology emerges, people tend to get concerned for the future. For example, over the last 10 to 20 years, we have been hearing that ‘robots will take our jobs’. I would like to cite an example. Growing up in Delhi, I had seen local electricians who repaired CRT monitors, radios, and televisions. Over time, as technology evolved, we started seeing LED flat screens. I know a shopkeeper who used to repair CRTs for years, and recently, when my daughter’s Alexa stopped working, I took it to him, and he fixed it within five minutes! This shows how work transforms. AI, robots, and machine learning are not taking our jobs away; they are adding efficiency. More jobs are being created, not eliminated. As we often say, “Nakal ke liye bhi akal chahiye” (even imitation calls for a dash of genius).
Let us take AI tools like ChatGPT, for instance. You might say, “Why bother interviewing Amit when we can just use ChatGPT to get ideal responses?” However, the reason we are here is for the human element. AI can provide data, but it is the human touch that interprets it. This human element will always be essential.
At PMI, we have created something called the PMI Talent Triangle, which highlights three areas professionals need to focus on. First is ways of working. Individuals need to adopt multiple learning methods. For instance, you are conducting this interview, but your editor might also ask for Instagram stories, reels, or different content formats. The more ways you can adapt to work and learn, the more efficient you will become, and technology will help you with that.
The second focus area is soft skills, or what we call ‘power skills.’ AI and machine learning can generate data, but interpreting that data correctly is where humans play a crucial role. For example, in the past, someone might manually enter data into Excel. Now, with generative AI, you can take a picture, and everything gets coded into Excel automatically. AI makes mundane tasks more efficient, freeing up human talent to focus on decision-making, which requires human judgement and creativity.
The third area is business acumen. Technology helps professionals quickly gain industry knowledge when needed. For instance, if you were interviewing me today and then had to interview a senior politician with an agricultural background in two hours, you would not have enough time to read up on the entire industry. Here, technology like GenAI can provide a succinct summary, suggest questions, and help you communicate effectively. Technology enhances our ability to prepare and execute tasks across various domains.
Lastly, ethics are extremely important when using technology. While we embrace AI and its benefits, we must ensure that we are setting the right boundaries for ethical use. It is vital to ensure that AI is being used to enhance productivity rather than replace the human essence in decision-making.
With the evolving demands of the job market, particularly in tech-driven fields, what specific skills or competencies should project managers focus on to remain relevant in the next 5–10 years?
Project management is a magnitude of skills. Today, one cannot simply say, “I am a project manager,” without understanding the specific type of projects they are managing, the domain they are working in, and the methodologies they are using—whether it is Predictive, Agile, or Hybrid. More importantly, it is essential for people to acquire the right skill set. Sometimes, people misunderstand project management as something they can learn at a very early stage. Many universities and colleges have launched programmes and degrees in project management, but what I believe is that you need to acquire the right skills that go beyond what traditional books and curricula offer.
For example, today, you have become a journalist. You have mastered the art of writing, research, and content creation. Similarly, if I am a software developer, I will begin by learning the foundations of software development. Then I will get hands-on experience. Gradually, I will start learning how to lead a team, and eventually, I will lead entire projects. That is where PMI really helps. We provide the right framework to ensure that you are efficient in your role—not just from a technical perspective, but also in terms of business acumen, decision-making, and communication.
PMI’s fundamentals for project management go way beyond traditional IT knowledge. When I was taking my PMP certification, I got a true taste of this. Despite having worked in the industry for 20 years across different roles and feeling confident in my expertise, I realised that there was so much more I needed to learn. For example, if I am running a project and notice that someone in my team is frequently absent, as a project leader, what should I do? Should I reprimand them during a daily briefing? In doing so, I might disrupt the company’s HR and ethical policies and even risk creating an unsatisfied employee, which could jeopardise the project.
All these factors, which one should be aware of, are explained in a very simple manner in the Project Management Body of Knowledge (PMBOK), which is essentially the bible of project management. We continuously update it, and the seventh edition of the PMBOK is currently being worked on.
Many recruiters report challenges in identifying candidates with a balance of technical and soft skills in project management. From your experience, how can this gap be addressed, particularly in terms of soft skills like communication, leadership, and adaptability?
I have been working closely with HR and recruiters for almost 10 years. Previously, degrees used to serve as the gatekeepers. If they were opening a position, they would set a minimum criterion, such as graduation. However, in India, you can’t toss a coin without it landing near someone with a graduation degree. As I mentioned earlier, we are producing unemployable graduates. Recruitment selection has since evolved. For instance, many companies now leverage technology in a significant way during the shortlisting process.
For example, if you submit your CV to an online portal, the system does not read your entire CV. Instead, it compares the job description with the information in your profile, and that is how the selection is made. So, suddenly, from a list of 10,000 applicants, it comes down to around 100. Out of those 100, the human element comes in, and they review the shortlisted candidates to see which criteria they need to follow.
Once someone joins an organisation, I have noticed that most companies are investing heavily in creating a learning and development framework. When freshers join, they do not directly get into a job; they usually undergo a training period. Similarly, they have designed skill development competency frameworks for people at different levels in the organisation.
When I completed my master’s degree, I thought my education was over, and that I would not go back to studying. However lifelong learning is imperative, and one cannot run away from it. I have been taking at least one course every year, and I still feel it is not enough. The example I gave about the TV repairperson earlier applies to everyone reading this. If you do not adapt and change yourself, technology will make you obsolete. One needs to invest in themselves.
For fresh graduates and those trying to acquire a skill set, I often say that a degree may provide you with a living, but a skill set can make you a fortune. When passion and skills come together, you can expect a masterpiece.
Jobseekers today are increasingly looking for roles that offer not just career progression but a work-life balance, purpose, and flexibility. How can project management roles be positioned to meet these expectations while maintaining productivity and effectiveness?
I believe when people study project management or lead a project, they need to ensure that the stakeholders’ needs, the environment, and the project’s success definitions are very clearly outlined. So, whenever a project manager defines the criteria for success, it must consider the needs of the client, the company, and the team working on the project.
A client might ask for faster and cheaper results. The business will analyse whether it can meet that with the available resources, considering salaries and ensuring work-life balance. Can they achieve this or not? Lastly, the project manager must consider the team’s needs. It is their role to clearly establish boundaries, including what the team can and cannot do, and what is required to meet the project’s goals and deliver value to stakeholders. An efficient project manager ensures that all stakeholders’ needs are satisfied, and work-life balance becomes an integral part of this.
I would say that this comes naturally to project managers. However, some projects can be demanding. For instance, if I consider this event we are currently at, in an ideal world, we would have planned everything three months in advance, and everything would go as planned. But then there is Murphy’s Law—it is relentless. Certain things are bound to go wrong at the last minute, and that happens with any project. Unanticipated issues can arise, and sometimes they are beyond your control.
For example, if a speaker is supposed to be at this event but is stuck in traffic, their panel discussion or session might be delayed by an hour, and that changes the entire plan we prepared three months ago. This is where the role of the project manager becomes crucial and why problem-solving is a core ‘power skill’ for project professionals. No matter the issues or obstacles encountered, you must ensure that you navigate towards success and develop a win-win strategy for all stakeholders involved. And that, I would say, is the core principle of effective project management.
Amit Goyal is the Regional Managing Director for South Asia at PMI, where he focuses on fostering a unified and dynamic team to enhance the organisation’s regional presence. Under his leadership, South Asia’s 11 chapters aim to create career opportunities, drive impactful projects, and further PMI’s mission of maximising project success. Previously, Amit headed edX for the APAC region and held executive roles at Samsung, notably leading the development of India’s “Aakash” Tablet PC to address the digital divide. He holds a degree in computer science, an MBA, and Executive Leadership credentials from Oxford, and earned his PMP Certification in May 2024. Passionate about education democratisation, Amit actively supports NGOs and government initiatives focused on child safety, education, and job readiness.
