IT Project Management Research Articles

Enhancing Project Citizenship Behavior by Psychological Empowerment: Roles of Work Engagement and Perceived Organizational Support

Increasing evidence suggests that project citizenship behaviors (PCBs) are critical to project success. However, the mechanisms that enhance PCBs remain poorly understood, particularly regarding the role of individual psychological states. Based on self-determination theory, this study investigated how and when the psychological empowerment of information technology (IT) project managers affects their PCBs. Data were collected in two waves of time-lagged surveys (N = 283). Research hypotheses were tested by partial least squares structural equation modeling (PLS-SEM). It was found that psychological empowerment positively predicts PCBs, and work engagement plays a partial mediating role. Results of necessary condition analysis (NCA) provide additional evidence for this. Moreover, perceived organizational support strengthened the relationships between work engagement and two types of PCBs (i.e., loyalty behavior and initiative behavior), but did not significantly moderate the relationships between work engagement and the other two types of PCBs (i.e., helping behavior and compliance behavior). This study enriches the literature on PCB antecedents and expands the application of self-determination theory in project management.

Сравнение методов управления IT-проектами

With the rapid development of technologies and growing demands on software development, traditional project man-agement methodologies are increasingly giving way to agile and hybrid approaches. The article analyzes modern methods of IT project management and their impact on successful project implementation based on project character-istics, key requirements and team features. The strengths and weaknesses of traditional, agile and hybrid methodolo-gies and project types are considered. Much attention is paid to methodology limitations and their compensation by combining different methods and approaches. The study is relevant due to the widening gap between the ever-increasing requirements for software development and the limited resources and capabilities of development teams. In many situations, the reasons for this discrepancy are not the lack of professional skills of programmers or their low qualifications, but the insufficiently effective organization of work processes within teams. The paper analyses the factors influencing the choice of methodology and in recommendations for their optimal use for various types of projects.

Changes in IT Project Management Awareness According to Business Process Management Experts’ Opinion: Comparative Study 2017-2023

Abstract Purpose. The main purpose of this article is to compare experts’ opinions over two time periods to examine the differences in IT project management awareness and perception. The study was based on opinions expressed in a survey conducted in 2017 and 2023 during symposium meetings related to business process management. Methodology. The paper’s methodology is based on a theoretical and research approach. The survey questionnaire was constructed using a literature analysis and the authors’ own experience. The authors formulated a hypothesis addressing the issue of how awareness regarding IT project management has changed over the last five years. The main hypothesis was supplemented by auxiliary hypotheses concerning the variation regarding awareness of: the need to implement information systems into organizations, the need to apply process management within these implementations, and the determinants and effects of IT project management. Main results. The main results and findings of the research were determined by the validity of the hypotheses using the Fisher-Snedecor test. In addition, differences in city and Euclidean distance indices were calculated, which indicated the directions of changes in experts’ views on the place and role of project management. The results pointed to the existence of significant discrepancies between experts’ awareness in 2017 and 2023. The conclusions obtained from the survey may have important implications for both business practitioners and educational purposes. The theoretical contribution. Findings: the findings show the opinions of experts including individuals with a strong research interest and those with an academic background, and also incorporated respondents with substantial practical experience. Part of the respondents’ competence was related to years of using traditional project management methods, which in some way also shapes the approach to agile and hybrid methodologies. Practical implications (if applicable). The conclusion for future project management education at universities, consulting firms, specialized courses, etc. shows profiling in the direction of modern IT development trends correspond to the changes connected with strategies of modern mobile companies with remote access to the data, taking into account changes connected based on representatives from Generation Z, the demographic currently entering the workforce.

Exploring the impact of information technology integration capability on project management performance in Chinese construction industry: a moderated mediation analysis

PurposeThe purpose of this study is to explore whether information technology (IT) integration capability and data sharing can improve project management performance in China’s construction industry under the background of global informatization. Moreover, the authors explore the moderating role of relational governance between IT integration capability and data sharing.Design/methodology/approachA theoretical model based on the research hypotheses proposed in this study was developed, and a questionnaire survey was conducted with 205 professionals. The data collected were analyzed by the structural equation modeling (SEM) technique.FindingsThe results indicate that IT integration capability has a significant and positive impact on project management performance and data sharing. Moreover, data sharing has a significant and positive impact on project management performance, and it plays a mediating role between IT integration capability and project management performance. In addition, relational governance significantly influences the mediating effect of data sharing.Research limitations/implicationsThe data used in this study is from Chinese scenarios, so the research conclusions and application effects based on this are bound to have certain regional limitations. So, a larger sample size from other countries could be selected to test the model. Besides, there are many factors that affect project management performance improving, and the theoretical model proposed in this study may not be fully considered. Therefore, follow-up researchers can consider bringing more suitable variables into their research studies, so that the theoretical research studies can be more in line with the actual project management practice.Originality/valueThis research’s value is as follows: Firstly, this paper broadens the understanding of how IT integration capability, data sharing and relational governance affects project management performance and enriches the literature in the construction management field under the background of global informatization. Secondly, this research provides a detailed governance solution to improve project management performance.

Sustainability in Project Management: Factors That Play a Pivotal Role in Influencing Adoption of Sustainability Practices in IT Projects.

In today's competitive business landscape, sustainability has become a crucial element of strategic and competitive advantage, particularly in the management of IT projects. As organizations increasingly acknowledge the importance of sustainable development, it is essential to understand the factors that drive the incorporation of sustainability into project management practices. This research paper aims to explore the key factors influencing the adoption of sustainability practices in information technology (IT) project management. It seeks to provide insights into the drivers of integrating sustainability into project management. The study investigates the various factors that influence sustainability in IT project management and examines the barriers to its adoption. It employs a combination of literature review, and data analysis to identify the primary drivers and obstacles. The findings reveal key factors influencing sustainability practices in IT project management, including organizational culture, stakeholder pressure, regulatory requirements, and long-term cost efficiency. The barriers identified include lack of awareness, resistance to change, and limited resources.

Project Team Rewards and Performance of Information Technology-Based Projects in Commercial Banks in Kenya

Purpose: The expected outcome of projects is to achieve a positive performance consistently. Yet, there is no agreed definition of project performance, which complicates the achievement of the purpose. Projects in Kenya are mostly complex and difficult to manage and project team management practices are mostly used in projects for effective functioning. However, project managers in Kenya have been focusing on technical constraints of projects and neglecting project teams’ related constraints. The objective of the study was to investigate the influence of project team rewards on project performance in commercial banks in Kenya. Methods: The study adopted a pragmatic research approach. A cross-sectional study design and explanatory research design were adopted in the study. The unit of analysis was 429 projects in the 39 commercial banks operating in Kenya as of close of business on 31st December 2020 categorized into 20 types of Information technology projects. The target population was 195 Information Technology project managers as well as 78 staff working in human resource department, 78 staff working in finance department, and 78 staff working in operations departments in the 39 commercial banks operating in Kenya. The study used stratified random sampling to choose 206 respondents from the study population. Secondary and primary data was employed in this study. Annual reports of commercial banks provided secondary data. In addition, a semi-structured questionnaire was adopted to obtain data. Qualitative data, which was obtained from open-ended questions, was analyzed by use of thematic analysis, and the results were presented in a descriptive form. Inferential and descriptive statistics will be used to analyze quantitative data with the help of Statistical Package for Social Sciences (SPSS version 26). Descriptive statistics included frequency distribution, mean, standard deviation, and percentages. Inferential statistics included univariate regression analysis and Pearson correlation. Results: The study found that project team rewards had a significant effect on performance of information technology-based projects in commercial banks in Kenya. Conclusion: The study recommends that commercial banks should also diversify and strengthen their reward structures to better align with team members’ contributions and achievements. They should further strengthen their recognition and promotion programs to ensure that these elements are consistently applied and effectively contribute to team performance.

Development method in a large-scale public sector IT programme

The Norwegian parental benefit programme started as a large-scale information technology operation to automate and provide self-service solutions for parental benefit applications. This benefit replaces lost salaries for about 100,000 parents every year while parents are home with new-born children. A previous programme to modernize IT solutions was stopped. The new programme replacing legacy solutions from the 1970s was seen as a large, complicated, and risky undertaking with a cost limit of USD 130 million. Initially, this programme had three main releases based on an internal development method combining project management and agile methods. During the second release, the programme experienced challenges with coordinating work across the business and development projects. The programme manager established a task force to propose changes in the development method for the last release. We then ask the question: If you were part of this task force, what should the programme manager do to remedy the coordination challenges for the last release? This teaching case is based on a longitudinal case study and is relevant for graduate or continuing education courses in information systems development or IT project management during which students learn how to organize efficient software development at scale.

Green Risk Management: Integrating Sustainability into IT Project Management

This paper aims to explore the significance of incorporating sustainability principles into risk management processes within the field of information technology project management. As IT projects grow in complexity and scale, traditional risk management approaches may prove inadequate in addressing environmental and social responsibilities. Through a comprehensive review of existing research, this study emphasizes the necessity of a sustainability-oriented risk management framework. The proposed framework seeks to balance technological advancement with environmental stewardship as well as social responsibility, aligning the outcomes of IT projects with broader sustainability objectives. The paper explores potential obstacles and advantages, providing valuable insights into how the implementation of sustainable risk management can contribute to the development of more resilient, responsible, and futureoriented IT projects.

Cybersecurity Transformation: Cyber-Resilient IT Project Management Framework

In response to the escalating threats of cybersecurity attacks and breaches, ensuring the development and deployment of secure IT products has become paramount for organizations in their cybersecurity transformation. This work emphasizes the critical need for a comprehensive and secure IT project management life cycle that safeguards products from their initial development stages through decommissioning. The primary objective is to seamlessly integrate security considerations into every facet of IT project management life cycles. This work embraces a cyber-resilient IT project management framework and advocates the inclusion of cybersecurity measures in IT projects and their strategic, organized, continuous, and systematic integration throughout the entire product life cycle. It introduces a pioneering framework that harmonizes the cybersecurity risk management process with the IT project management life cycle. This framework delineates a methodical sequence of steps, each encompassing a distinct set of activities. The effectiveness and practical applicability of the proposed framework were validated through a comprehensive case study focused on the Personal Health Record (PHR) system. The PHR case study served as a real-world scenario to assess the framework’s ability to address cybersecurity challenges in a specific domain. The results of the experiment demonstrated the framework’s efficacy in enhancing the security posture of IT projects, showcasing its adaptability and scalability across diverse applications.

The influence of remote work on scrum-based information technology projects management: insights for success

PurposeThis research examines how recent changes in working practices as a result of COVID-19 – most often making knowledge-based work for technologists remote to the main office – are influencing the success of software projects managed by the Scrum process model. It explores the relationship between remote working and aspects that past empirical research has identified as important to project success within Scrum.Design/methodology/approachThe research used SPSS for descriptive analysis and structural equation modeling (SEM) to test the hypotheses relationships using SmartPLS 4, using a quantitative research design, a questionnaire was used and distributed electronically to the intended sample, which includes IT project managers, developers and designers in Jordan who work in projects that use Scrum methodology for their IT projects.FindingsThe study found that working from home on Scrum projects had a significant influence on project success and highlighted the need to meet the three basic psychological requirements of autonomy, competence and relatedness. Furthermore, this research revealed that both the ability to work from home and the use of Scrum contribute to project success, with Scrum acting as a mediator.Originality/valueThis study provides an understanding of the impact of adapting to remote working on project success using the Scrum framework. By filling this gap in the literature, the study generates insights that can also be extrapolated to situations in which people do not need to work remotely after a pandemic but might still anticipate and plan for new types of disruptions in the workplace.

IT PROJECT MANAGEMENT FRAMEWORKS: EVALUATING BEST PRACTICES AND METHODOLOGIES FOR SUCCESSFUL IT PROJECT MANAGEMENT

This study provides a systematic review of IT project management frameworks, examining the effectiveness, adaptability, and risk management strategies of methodologies such as Agile, Waterfall, PRINCE2, Scrum, and hybrid approaches. A total of 133 peer-reviewed articles were analyzed to gain insights into how these frameworks are being applied across various industries and project environments. The findings reveal that hybrid models, which combine the structured governance of traditional methodologies like Waterfall with the iterative flexibility of Agile, are becoming increasingly popular, especially in industries requiring both regulatory compliance and adaptability to changing requirements. Agile frameworks were shown to significantly improve project delivery speed, stakeholder satisfaction, and risk mitigation through continuous iterations and feedback loops, while traditional methodologies like Waterfall remain essential in sectors with strict documentation and control requirements. The review also highlights the critical role of risk management across all frameworks, with hybrid models offering the most comprehensive approach by integrating early-stage planning with ongoing risk assessment. Despite the success of these frameworks in IT-related industries, a notable gap was identified in their application to non-IT sectors, suggesting a need for further research to explore their broader applicability. This review underscores the continued relevance of traditional, Agile, and hybrid project management frameworks, while also pointing to future opportunities for expanding their use beyond IT.

Reshaping Knowledge Flow: The Impact of Ecollaboration Platforms in It-Project Knowledge Transfer

This research embarks on an in-depth exploration of the transformative dynamics initiated by eCollaboration platforms in the field of IT project management, with a particular focus on knowledge transfer processes. The study delves into the intricacies of knowledge transfer, encompassing both its intra-project dynamics and its transfer from projects to project-based organisations (PBOs). The overall aim is to unravel the impact of eCollaboration platforms on this complex process and to provide insights into the evolving landscape of knowledge management in the context of IT projects. Methodologically, the study adopts a qualitative content analysis approach. Recognising the paradigmatic aspects that might limit insights for proponents of the quantitative paradigm, the chosen approach facilitates an in-depth exploration of the multifaceted nature of knowledge transfer within IT project management. The study involves a cohort of eleven project managers in Austria, with meticulous interviews conducted and recorded to ensure a comprehensive data collection process. The subsequent data analysis involves a systematic evaluation of the accumulated information derived from these expert interviews. This comprehensive analysis integrates both quantitative and qualitative components, providing a nuanced understanding of how eCollaboration platforms influence knowledge transfer within the complex landscape of IT projects. The research findings provide valuable insights into the evolving dynamics of knowledge transfer in the context of IT project management. By examining the impact of eCollaboration platforms on this process, the study contributes to a deeper understanding of the challenges and opportunities that arise in the area of knowledge management in IT projects. These findings have practical implications for project managers and organisations seeking to optimise knowledge transfer processes within their projects and project-based organisations. Ultimately, this research serves as a timely exploration of the transformative potential of eCollaboration platforms to reshape the flow of knowledge within IT project management. It paves the way for improved collaboration and knowledge sharing in the digital age and offers a critical perspective on the evolving landscape of IT project management practices.

Optimizing IT Project Management in Ukraine's Aviation Sector: Challenges, Opportunities, and Strategic Insights

The Ukrainian aviation industry is undergoing digital transformation; however, the pace remains behind global and European standards due to several challenges. These include limited funding, a lack of skilled IT professionals, and a slow rate of modern technology adoption. The research, titled "Optimizing IT Project Management in Ukraine’s Aviation Sector: Challenges, Opportunities, and Strategic Insights," addresses the urgent need for improvements in IT project management to enhance efficiency, competitiveness, and technological advancement within the aviation sector in Ukraine. This article analyzes the sector's current challenges, including insufficient government and private sector investment, internet infrastructure issues, and a shortage of IT specialists. It also identifies opportunities in areas like automation, digitization, and the potential for public-private collaborations. The study's primary objective is to develop and evaluate an optimal IT project management framework tailored to Ukraine’s aviation industry. This framework aims to optimize resource usage, integrate modern technologies like AI, automation, and cybersecurity, and improve global competitiveness. Furthermore, the research offers a SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis of Ukraine’s aviation IT landscape, benchmarking it against European standards. A substantial gap exists between Ukraine and Europe regarding IT investment and automation, with European countries leading in adopting AI-driven systems, enhanced cybersecurity, and automated business and customer service processes. To bridge this divide, the study proposes an optimized IT project management model focused on strategic priorities such as investment in skill development, strengthening public-private partnerships, enhancing cybersecurity, implementing agile work methods, and supporting innovation through government initiatives. In conclusion, the study underscores that enhancing IT project management in Ukraine’s aviation industry is crucial for maintaining global competitiveness and improving operational efficiency. The proposed model offers actionable insights to address current challenges while capitalizing on new opportunities, thereby ensuring resilience in the face of ongoing global digitization and technological advancements.

Development of a regression model for effective labour management of an IT project

The object of the study is human resource management in IT projects, where the diversity of cultural characteristics and communication practices can affect the efficiency of task performance. The main problem addressed in this study is to identify the key factors that affect the effectiveness of human resource management in IT projects and to identify problem areas that need to be adjusted to improve the productivity and quality of teamwork. The study findings showed that the effectiveness of human resource management in IT projects largely depends on four main aggregate indicators: communication and interaction, cultural factors, leadership and management, and technical and professional skills. In particular, the model found that improved communication and interaction, as well as leadership and management, have the greatest positive impact on overall performance. Instead, cultural differences can create barriers that negatively affect teamwork performance. The findings are explained by the fact that effective communication and interaction are fundamental to coordinating teamwork, ensuring clarity of tasks, and timely information exchange. Leadership and management determine team motivation, conflict resolution strategies, and the overall direction of activities. The negative impact of cultural factors is explained by language barriers, differences in work approaches, and other cultural characteristics that can make it difficult to understand and cooperate. These findings can be used in practice in IT projects where multicultural teams work. They provide valuable guidance for leaders and managers on which aspects of management to focus on to improve team effectiveness. In particular, effective communication practices should be implemented, leadership skills and strategic planning should be developed, and cultural sensitivity should be taken into account, as well as training and development of technical and professional skills of team members. This will help overcome cultural barriers, improve collaboration, and increase the overall productivity of IT projects.

Innovative Development in Marketing: The Use of Artificial Intelligence in Managing High-Tech Projects

The utilization of Artificial Intelligence (AI) in the marketing and management of high-tech projects in Kazakhstan is an emerging trend with the potential to significantly advance the industry. This paper aims to explore the integration of AI into various facets of project management, including customer relationship management, content marketing, and demand forecasting. The study employs a mixed-methods approach, combining quantitative data from surveys of Kazakhstani IT project managers and qualitative insights from literature and industry reports. Results reveal an enthusiastic exploration and adoption of AI tools among project managers, highlighting AI's role in automating and streamlining processes while providing strategic insights. The practical importance of this study lies in its identification of the current limitations and future implications of AI integration, underscoring its pivotal role in modern project management in Kazakhstan.

Bridging the Gap: Integrating Organizational Change Management with IT Project Delivery

In today's rapidly evolving technological landscape, the successful implementation of IT projects is increasingly contingent upon effective organizational change management (OCM). This research paper explores the intersection of OCM and IT project delivery, proposing a comprehensive framework that integrates these two critical domains. Through a review of existing literature and analysis of case studies, we identify key challenges and best practices for synchronizing OCM strategies with IT project management processes. Our findings reveal that the alignment of OCM with IT project delivery not only enhances project success rates but also promotes sustainable organizational transformation. This integrated approach ensures that technological advancements are supported by a well-prepared workforce, thereby minimizing resistance and maximizing adoption. The paper concludes with practical recommendations for practitioners aiming to bridge the gap between OCM and IT project delivery, ultimately fostering a more agile and resilient organizational environment.

Management of IT projects of business analytics in the BANI environment

In the modern world, the business environment is becoming increasingly unstable, uncertain, complex and ambiguous (BANI – Brittle, Anxious, Nonlinear, Incomprehensible). These new realities create serious challenges for the management of IT projects for the creation of business analytics, requiring managers to adapt new approaches and tools for effective project management. The article aims to investigate the specifics of IT project management in the BANI environment, identify key success factors, and develop recommendations for project managers. The study is based on an analysis of current literature, as well as on empirical data collected through surveys and interviews with experienced IT project managers. Key aspects considered include – flexibility and adaptability, effective communication, innovation and creativity, risk management, emotional intelligence. The results of the study emphasize the need to integrate agile methodologies (Agile, Scrum) and project management tools, such as JIRA, Trello and others, to ensure effective project management in the BANI environment. It also highlights the importance of continuous training and development of both technical and soft skills for successful IT project management. The study provides important insights and practical recommendations for IT project managers working in BANI environments, helping to improve their ability to adapt to new challenges and achieve successful results.

Analysis of modern approaches to management of complex IT projects

The article examines the peculiarities of managing complex IT projects. Their essence is revealed and the classification of factors affecting complexity is presented. In the work, complex IT projects are those that require research and experimental confirmation of project decision-making. It is shown that the complexity can arise already at the beginning of the project, during the formation of its goal, or it can be during the execution of project works, such complexity is related to the complexity of project implementation. The work shows that the project can be classified as complex based on certain qualitative and quantitative factors. The complexity of behavior was considered separately, namely due to the technical complexity of project implementation, which will require the use of complex technologies. This manifests itself as a lack of experience and appropriate skills in the project team. To ensure effective management of complex IT projects, developers use flexible management technologies, Agile, which reduce project uncertainty through iterative development. But when the project team does not have much experience in product development, or does not have the technology, when the result of the application of innovations in management is unknown in advance, research and experimental confirmation are used. To overcome the complexity during the implementation of IT projects, it is recommended to use the approach called Spikes in English. The work presents the author's interpretation of the definition of Spikes and examples of their application. The relationship between innovativeness and complexity of IT projects in the sense of using Spikes is revealed. For the second group of complex IT projects, where the complexity is manifested at the beginning of the project work, the application of the procedure of research and development works is proposed. The article highlights the author's position regarding the purpose and degree of scientific research in IT projects. It is noted that this approach is used exclusively for obtaining an IT product, not a scientific product. The methods of managing scientific and research works in IT projects are analyzed, their place and importance in ensuring the successful completion of complex projects is shown. The hypothesis management workflow is considered as an element of managing complex IT projects.

Analysis of methods and models of time and human resource management in IT projects

In modern IT companies, time and human resource management are critical for the successful execution of projects. Effective time management reduces the risk of delays and increases team productivity, positively impacting the final result. The aim of the article is to analyze the standards, methods, and models of time optimization in IT projects, as well as human resource management in IT companies. The research revealed that there are several key standards and models for time management in the IT industry. Among them are Agile methodologies, Scrum, and traditional approaches. Each has its advantages and disadvantages depending on the project type and its requirements. Several time optimization methods are considered, such as the Critical Path Method (CPM) and the Program Evaluation and Review Technique (PERT). These methods are effective in identifying and managing project time constraints, allowing the identification of critical tasks and optimization of resource allocation. Regarding human resource management, the research identified the use of various motivation and team management models. In particular, Agile HR methods, which include team self-organization, flexible working schedules, and continuous feedback, contribute to increased motivation and employee satisfaction, impacting their productivity and work quality. Based on the research, it can be concluded that effective time and personnel management are essential components of IT project success. The use of Agile and Scrum methodologies combined with time optimization methods, such as CPM and PERT, enhances productivity and reduces the risk of delays. Implementing Agile HR methods for personnel management increases team motivation and efficiency. The combination of these approaches creates an effective project and personnel management system capable of adapting to changes and ensuring a high level of task execution.

Artificial Intelligence Adoption and Project Success: A Mixed-Method Study

AI's growing acceptance is changing project management's human-centric approach. Project management is using AI to automate and support duties. This change could improve workflows, decision-making, and project efficiency. The full influence of AI on project success is unknown. There is little empirical evidence linking AI use to project outcomes. This ignorance highlights the necessity to study AI's impact on project management. The project management AI industry is expected to expand 38% annually. Since the late 1980s, AI has improved project management by providing more intelligent and autonomous help. Data privacy, accountability, strategic leadership, communication, innovation, and emotional intelligence are important ethical issues. This study examines how AI adoption affects project success through communication and feedback. This mixed-method study examines how AI adoption affects project success. The quantitative phase measured AI communication, feedback, and project progress via a predefined questionnaire. The sample includes construction, IT, manufacturing, healthcare, and finance project managers and team members. Multiple regression analysis and structural equation modelling were employed in IBM SPSS AMOS to examine AI adoption and project success measures. A qualitative phase of semi-structured interviews with respondents contextualised the quantitative data. Thematic analysis gleaned insights from interview transcripts. AI's impact on project success was examined using integrated data, with ethics in mind. The study examined AI tool-project success relationships using a structural equation model. Communication mode, feedback style, and frequency explained 3% of project success variance. Quantitative research showed that AI communication frequency improves project success, whereas mode and style negatively impact it. Participants' qualitative comments indicated six themes that match quantitative findings, and their replies enhance quantitative results and recommend improvements. The study concluded that AI communication frequency positively increases project success, while mode and style negatively affect it. The mixed-methods approach showed that AI tools alone cannot ensure project success; communication style and frequency are. The study recommended among others that organisations should integrate AI tools into project management systems, match AI communication modes to project team preferences, optimise feedback styles, and provide regular updates to improve AI communication. Project teams need ongoing training.