1. The Traditional Role of the Junior Project Manager Will Become Extinct

In Germany today, the number of junior-level positions has declined by 45% compared to five years ago. Many companies also plan to cut such positions next year, replacing them with AI technologies, particularly for administrative and repetitive tasks such as reporting, plan updates, and data sharing. At the same time, certifications, methodological expertise, and soft skills in project management are becoming increasingly critical. Leadership abilities and strategic understanding are equally important – but these are skills that entry-level professionals rarely possess. Consequently, we expect a rise in demand for senior project managers and experienced project and portfolio managers, while the traditional responsibilities of junior project managers will increasingly be delegated to AI systems. Over the long term, this will likely lead to the extinction of the junior project manager profession as we currently know it.

2. Survival of the Fittest PPM System

AI is rapidly gaining importance. However, the ultimate success of this technology depends on human acceptance and responsible usage – a principle that also applies to project management. AI has already established itself in this domain as a significant efficiency booster. This requires individuals working in the field to provide their systems with valid and comprehensive data. Without reliable data in a company’s project and portfolio management (PPM) system, even the most advanced AI will fail to deliver accurate analyses and meaningful forecasts. It is therefore crucial for project team members to stay motivated to input and maintain data accurately and completely to quickly realize the benefits. Particularly effective for this is a PPM solution, defined as an AI-native development platform that enables project team members to prompt their own applications efficiently.

3. Collaborative Project Management—A Core Value Creation Element

Increasingly, value creation in the industry is occurring not just at the OEM (Original Equipment Manufacturer) level but collaboratively across value chains. This shift brings new demands for cooperation and is pushing more companies toward collaborative project management. The challenge in a collaborative ecosystem lies in maintaining autonomy. It is essential to carefully differentiate which information should be shared and which should not – both internally and, even more critically, with external partners. The nature of value-driven cross-company collaboration is always unique; standardized approaches therefore do not work. Expanding the capabilities of collaborative project management is more important for this reason. It is becoming a critical success factor for companies: only those who can act agilely within the value chain and advance their projects through collaboration will be able to remain competitive in the long run. 

A Glimpse into the Crystal Ball

 By 2026, project management will need to reinvent itself in several ways – this includes its structures, contributors, and tools. AI technology will take over routine tasks, while seasoned experts will manage the complexity of projects, and the quality of collaborative engagement will determine success. Companies that grasp and master these three dimensions will continue to lead the pack in the future.